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You might want to visit a current thread The CIO

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You might want to visit a current thread The CIO

Stephen Wheeler
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      Stephen Wheeler

      ... on the CIO Not Cutting It any more thread.

      I can't see what your driving at Tony? The CFO is duty bound to say exactly that unless the CIO has properly briefed the CFO and COO on what is wrong with saving >20% of the ICT wage bill. That's the CFO's job.

      There are possibly two common things happening here:

      The first is that the CIO should be selling the Dept. value proposition on a daily basis. There should be no question in the mind of the CFO and COO that the ICT Dept. does things in-house because it adds significant value to the Organisation by doing business that way. If they're not clear on that point, then the CIO was failing at their job before they even picked up the 'phone to the Outsourcer.

      The second is that the CIO may not be living in the Real World. There is no shortage of CTO's, Chief Engineers, Chief Developers, etc. who, on being told that the COO or CEO wants the company to consider outsourcing, said: "Over my dead body".

      I'll bet there are tens of thousands who will gladly eat their words, post outsource.

      Many CIOs are not business oriented enough to appreciate that their Dept. doesn't offer significant unique or special value in some respects.

      All IT Depts. add some value by being constantly on site and close colleagues of other members of the business. But, increasingly, doing the simple, standard, ICT things is viewed by true business leaders as anachronistic.

      Which ICT Dept., today, moves the office 'phones and PCs? In the '90s you couldn't get a Facilities Manager to put a PC on his own desk - let alone anyone else's. Yet, today, they do all the electronic moves and changes.

      The march of Moore's dictum hasn't quite delivered disposable computing to the enterprise yet (though, straw in the wind, it has arrived at the homes of Apple's high-net-worth mass market customers). But even with the ever-falling price of MIPS, the industry as a whole has recognised that large amounts of computing power and routing power were being wasted. Pooling resources just makes sense.

      Now put those threads together.

      As a CEO I'm wondering: Why do I employ a guy to sit in a room that could be sub-leased at an attractive rate here (downtown) just to look after some 'black boxes' that literally hundreds of people could manage off-site?

      If the CIO lives in the Real World they don't lump the Server Guy, the LAN Guy, the Help Desk Guy and the Intranet Guy in with the Systems Analyst and the Company Applications Developer.

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      And I have a few questions.
      - Can your company still function if you lose your router or a core switch and thus your connection to the outside world?
      - Can you afford to wait hours while I finish up what I'm doing, then drive over from Westfield in rush-hour traffic? Or while I drive half-way across the state because I'm in Princeton when I get the call?
      - Is a 24-hour (or longer) delayed response to routine outages acceptable to you?
      - Is profit more important to you than the continued success of your business?

      If the answer to any of those questions is "No", you've answered your question about why you're paying that guy to look after black boxes.

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      Stephen Wheeler

      I can't respond to Nick with a useful answer in only 2,500 characters.

      Nick, if your interested send me a private message.

    • +
      0 Votes
      Stephen Wheeler

      ... on the CIO Not Cutting It any more thread.

      I can't see what your driving at Tony? The CFO is duty bound to say exactly that unless the CIO has properly briefed the CFO and COO on what is wrong with saving >20% of the ICT wage bill. That's the CFO's job.

      There are possibly two common things happening here:

      The first is that the CIO should be selling the Dept. value proposition on a daily basis. There should be no question in the mind of the CFO and COO that the ICT Dept. does things in-house because it adds significant value to the Organisation by doing business that way. If they're not clear on that point, then the CIO was failing at their job before they even picked up the 'phone to the Outsourcer.

      The second is that the CIO may not be living in the Real World. There is no shortage of CTO's, Chief Engineers, Chief Developers, etc. who, on being told that the COO or CEO wants the company to consider outsourcing, said: "Over my dead body".

      I'll bet there are tens of thousands who will gladly eat their words, post outsource.

      Many CIOs are not business oriented enough to appreciate that their Dept. doesn't offer significant unique or special value in some respects.

      All IT Depts. add some value by being constantly on site and close colleagues of other members of the business. But, increasingly, doing the simple, standard, ICT things is viewed by true business leaders as anachronistic.

      Which ICT Dept., today, moves the office 'phones and PCs? In the '90s you couldn't get a Facilities Manager to put a PC on his own desk - let alone anyone else's. Yet, today, they do all the electronic moves and changes.

      The march of Moore's dictum hasn't quite delivered disposable computing to the enterprise yet (though, straw in the wind, it has arrived at the homes of Apple's high-net-worth mass market customers). But even with the ever-falling price of MIPS, the industry as a whole has recognised that large amounts of computing power and routing power were being wasted. Pooling resources just makes sense.

      Now put those threads together.

      As a CEO I'm wondering: Why do I employ a guy to sit in a room that could be sub-leased at an attractive rate here (downtown) just to look after some 'black boxes' that literally hundreds of people could manage off-site?

      If the CIO lives in the Real World they don't lump the Server Guy, the LAN Guy, the Help Desk Guy and the Intranet Guy in with the Systems Analyst and the Company Applications Developer.

      +
      0 Votes

      And I have a few questions.
      - Can your company still function if you lose your router or a core switch and thus your connection to the outside world?
      - Can you afford to wait hours while I finish up what I'm doing, then drive over from Westfield in rush-hour traffic? Or while I drive half-way across the state because I'm in Princeton when I get the call?
      - Is a 24-hour (or longer) delayed response to routine outages acceptable to you?
      - Is profit more important to you than the continued success of your business?

      If the answer to any of those questions is "No", you've answered your question about why you're paying that guy to look after black boxes.

      +
      0 Votes
      Stephen Wheeler

      I can't respond to Nick with a useful answer in only 2,500 characters.

      Nick, if your interested send me a private message.