http://www.ciodashboard.com/leadership/cio-by-committee/ IT Strategies for CIOs and IT leaders Tue, 31 Jan 2012 14:10:05 +0000 hourly 1 http://wordpress.org/?v=3.3.1 http://www.ciodashboard.com/leadership/cio-by-committee/comment-page-1/#comment-30496 IT Czar – A New IT Leadership Role? — CIO Dashboard Thu, 02 Sep 2010 12:13:57 +0000 http://www.ciodashboard.com/?p=1578#comment-30496 [...] [...] [...] [...]

]]> http://www.ciodashboard.com/leadership/cio-by-committee/comment-page-1/#comment-6218 Twitted by bazpractice Tue, 08 Dec 2009 16:58:27 +0000 http://www.ciodashboard.com/?p=1578#comment-6218 [...] This post was Twitted by bazpractice [...] [...] This post was Twitted by bazpractice [...]

]]> http://www.ciodashboard.com/leadership/cio-by-committee/comment-page-1/#comment-6182 Dean Nicolacakis Tue, 08 Dec 2009 01:46:24 +0000 http://www.ciodashboard.com/?p=1578#comment-6182 Chris, I think you are spot on both about playing to individual strengths and to about building a renaissance team not looking for renaissance people. In IT groups, it feels like there are two parts of the organization where this is most important and where the typical gaps happen. The first is between IT and the business, the second between the application team and the infrastructure team. In many cases at my clients these folks aren't only on different teams they are in differnet cities and even work for different companies. They associate themselves functionally instead with the projects they all work on. It seems to me that part of the improvement answer lies in redefining what team is most important to deliver results. Chris, I think you are spot on both about playing to individual strengths and to about building a renaissance team not looking for renaissance people. In IT groups, it feels like there are two parts of the organization where this is most important and where the typical gaps happen. The first is between IT and the business, the second between the application team and the infrastructure team. In many cases at my clients these folks aren’t only on different teams they are in differnet cities and even work for different companies. They associate themselves functionally instead with the projects they all work on. It seems to me that part of the improvement answer lies in redefining what team is most important to deliver results.

]]> http://www.ciodashboard.com/leadership/cio-by-committee/comment-page-1/#comment-30616 Dean Nicolacakis Tue, 08 Dec 2009 01:46:00 +0000 http://www.ciodashboard.com/?p=1578#comment-30616 Chris, I think you are spot on both about playing to individual strengths and to about building a renaissance team not looking for renaissance people. In IT groups, it feels like there are two parts of the organization where this is most important and where the typical gaps happen. The first is between IT and the business, the second between the application team and the infrastructure team. In many cases at my clients these folks aren't only on different teams they are in differnet cities and even work for different companies. They associate themselves functionally instead with the projects they all work on. It seems to me that part of the improvement answer lies in redefining what team is most important to deliver results. Chris, I think you are spot on both about playing to individual strengths and to about building a renaissance team not looking for renaissance people. In IT groups, it feels like there are two parts of the organization where this is most important and where the typical gaps happen. The first is between IT and the business, the second between the application team and the infrastructure team. In many cases at my clients these folks aren’t only on different teams they are in differnet cities and even work for different companies. They associate themselves functionally instead with the projects they all work on. It seems to me that part of the improvement answer lies in redefining what team is most important to deliver results.

]]> http://www.ciodashboard.com/leadership/cio-by-committee/comment-page-1/#comment-5687 jfbauer Wed, 25 Nov 2009 15:09:42 +0000 http://www.ciodashboard.com/?p=1578#comment-5687 In looking back at past IT management roles, I found the most effective leadership team is when the levels in the org chart worked to leverage each others strengths. I may have been more analytical and technical, but my boss was more relationship and external party's motivations focused. We combined to leverage our separate skills into a stronger, more cohesive management vehicle. Instead of trial and error, in this case, it was his/her leadership to be candor-us up front to quickly arrive at the combo working arrangement. In looking back at past IT management roles, I found the most effective leadership team is when the levels in the org chart worked to leverage each others strengths. I may have been more analytical and technical, but my boss was more relationship and external party’s motivations focused. We combined to leverage our separate skills into a stronger, more cohesive management vehicle. Instead of trial and error, in this case, it was his/her leadership to be candor-us up front to quickly arrive at the combo working arrangement.

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