Openbox Creative Solutions

Smart Enterprise: Greater Expectations

Issue link:

Contents of this Issue


Page 34 of 55

"In spite of the unemployment numbers, finding the right people to fit our needs has been a big problem," concurs O'Dell of Pacific Coast Building Products. "Part of it is that we're picky; we want someone who fits the culture and will be here for a while. But as new technology becomes available, finding someone who knows it is tough, too." Hiring, in fact, is still somewhat sluggish. Only about one in 10 organizations is actively looking to staff up across many areas of IT, while about one-third are actively looking to hire for very specialized technology or business skills. At another third of the organizations, hiring of permanent IT staff is frozen. The good news for IT professionals is that very few organizations say they're more likely to lay off than hire, which means a talented IT person is likely to have some level of job security. Gray of Prevoyance Group isn't surprised by the survey find- ings related to staffing. "There is not a business unit out there that couldn't use more money and talented people, and prefer [to have] less work on its shoulders," he says. "To meet this challenge, IT could do a better job of 'recycling' current infrastructure and systems, effectively extending them or their data to other areas of the organization to meet other internal needs." IT should refocus its efforts on benefiting the company's cus- tomers and seeking to make noninfrastructure decisions from that perspective, too, Gray says. "This allows IT to provide some push- back on requests that don't serve the paying customer," he says. Lawicki says it's important for IT to understand the priorities of the organization and to plan and implement projects based on that. PG&E has a governance council that regularly looks at IT initiatives within a portfolio and determines how to prioritize them based on budgets and the needs of the company, she says. One of Biogen Idec's biggest challenges is getting its staff to think of IT as a solution provider and not a technology provider. "A solution requires a clearly defined problem statement, a rational analysis of root causes and a clear set of process changes that may or may not require software," Meyers says. No matter what companies like Biogen Idec decide to take on, it will most likely involve server virtualization, according to the report. Nearly nine out of 10 (87%) companies have already increased server virtualization or plan to do so over the next year to 24 months. Other common technology implementations involve improving information security (deployed or planned by 84%), improving col- laboration among employees (83%), upgrading desktop hardware or software (82%) and expanding business intelligence (81%). And it's not just existing technologies that are driving innovation. Other newer technologies and emerging IT delivery models show growth potential. For example, only 23 percent of companies have a major implementation of unified communications (UC) in place, but another 28 percent plan to implement UC within the next 24 months. Likewise, only 17 percent are using SaaS, but 25 percent plan a major deployment with the next 24 months, and only 15 percent have put applications on mobile devices, but 26 percent plan to do this within 24 months. "Look out for the growth of mobile apps," Murphy says. We're not just talking customer-facing iPhone apps. CIOs are feeling the pressure to give employees a lot more mobile applications. One big pressure CIOs are feeling is to allow employees to access their work e-mail from their personal devices. It's particularly true from young people in the workforce, people who might not qualify for a company phone but sure as heck own their own smartphone." Biogen Idec is in various stages of implementing all these newer technologies. "UC offers a really great usability benefit, but it makes the most sense to pursue this when you are end-of-life [with] an old set of hardware," Meyers says. "SaaS has a lot of potential, but there are still only a handful of vendors who truly do this well. As for mobile, we have gotten a tremendous amount of interest regarding iPad use for executives, and we continue to figure out how mobile plays a role in managing a field force." Every Customer a King In your opinion, what is the main opportunity for CIOs today? 29% 25% DATA: InformationWeek Analytics, "Return to Growth: 2010 Global CIO Report," survey of U.S. IT executives, May 2010 SURVEY BASE: 333 in May 2010; 600 in April 2009 0% 10 20 30 40 50 6% 10% 12% 6% 3% 1% 1% ■ 2010 ■ 2009 4% Use customer/business data to influence new products and services and drive growth Drive companywide process innovation Cut business and IT costs Drive global standards and global business opportunities Increase employee productivity via new collaboration tools Lead company's sales and growth efforts on the Web specifically Move the company closer to its customers via Web 2.0 and other technologies Free up cash for ongoing operations Other 18% 24% 12% 19% 11% 6% 6% 7% Up, Up and Away How will your organization's 2010 IT spending compare with your IT spending in 2009? DATA: InformationWeek Analytics, "Return to Growth: 2010 Global CIO Report," survey of 333 U.S. IT executives, May 2010 ■ Up more than 10% ■ Up 5% to 10% ■ Up less than 5% ■ Flat ■ Down less than 5% ■ Down 5% to 10% ■ Down more than 10% 14% 21% 15% 27% 9% 8% 6% )'('SMART ENTERPRISE 35

Articles in this issue

Archives of this issue

view archives of Openbox Creative Solutions - Smart Enterprise: Greater Expectations