…but developer productivity and commercial flexibility are bigger This post goes into technology a little more than usual so the TL;DR version for busy CIO’s is: Please make sure some of your teams are experimenting with serverless technology from Amazon or other providers. The rest of this post explains why Amazon is leading the transformation of software development with an obscure bit of technology from Google.
I recently noticed that I have been using @CIOPortfolio for 5 years now and that got me thinking about what has changed for CIOs over that time. Although digital technology is renowned for its frenetic pace of innovation (here we go again!) you could argue that not much has changed. Surprisingly, that is a terrifically useful insight for CIOs.
This is the second post about some insights I gathered from attending the Cloud World Forum in London in June. The first post covered some uncomfortable choices for cloud customers. This post explores the equally unpleasant choices for suppliers.
It might seem odd, given I make my living helping organisations with their IT, that I am what marketing types call a “late adopter”. I was just about the last person I know to get a DVD player and even my mother got a high definition TV at home before me. I skipped the first 3 iPhones and I am only a month into my first tablet. But being a late adopter doesn’t mean being ignorant about the latest developments. I may be a late adopter but I am also an early monitor; trying to keep up with new ideas so that I can, hopefully, help others. Adopting new ways of working or technologies should be a well informed decision not a reflex. Here are a variety of areas that I am monitoring, as they may develop into useful tools in the future, together with some research topics which I think deserve more attention than they are currently receiving.
Why has IT management become so cursed with Binary Thinking? No. 4: The CIO will soon be obsolete or indispensable Binary Thinking: Computing and communication technologies are becoming commodities which means that specialist IT skills and all of the management structures around them will no longer be needed. General managers can satisfy their IT needs from the consumer market place in the same way they can get their home PCs and mobile phones. Unfortunately, in the not too distant future, the performance of any organisation will depend on how they use information, other sources of competitive advantage will cease to be important and only CIOs and other IT leaders will be qualified to lead enterprises.
I am often amused by the heated debates about the future, or not, of the CIO. The fun comes from the combination of intense emotions, arguments heroically generalised from limited data and the dismissal of evidence which does not fit preconceived ideas. Before I attempt to set out my views on the role of the CIO let me try to eliminate some of the noise and confusion. Is the CIO really that unique?