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Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions

November 17 at 11:00 am US/Eastern (GMT-5)

Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.

Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group

The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.

Honor your best senior team members - Apply for the CIO Ones to Watch Award

Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.

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RESOURCE CENTER
 
 
 

Why Leaders Must Evolve

Your leadership success increasingly depends on your ability to adapt to changing times

 

December 06, 2007CIO

The management model is being challenged. The weakening economy, an escalating credit crisis and the rising price of oil have led to market jitters and the departures of CEOs of major financial institutions like CitiCorp and Merrill Lynch. With those events as the backdrop, New York Times reporter Nelson D. Schwartz wondered in an article last month if we would see the rise of the CEO 3.0.

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Version 1.0 featured the celebrity CEO—executives like Roberto Goizueta and Jack Welch who strode the corporate universe like titans. Version 2.0 saw the rise of the "Fix-it Men," chieftains like Ed Breen of Tyco and Richard Parsons of Time Warner, who took over organizations in distress and turned them around. Version 3.0 is typified as a collaborative leader in the mold of Art Lafley of P&G and Jim McNerney of Boeing.

More collaboration

Schwartz's concept has been postulated in the management and financial press. Gary Hamel has a new book about the topic, The Future of Management. In an interview with The McKinsey Quarterly, he said: "The outlines of the 21st century model are already clear. Decision-making will be more peer based; the tools of creativity will be widely distributed in organizations. Ideas will compete on an equal footing. Strategies will be built from the bottom up. Power will be a function of competence rather than of position."

And so it is that the new model of management is evolving with less emphasis on hierarchy and more encouragement of team in order to stimulate creativity and front-line decision making. For leaders, however, this is nothing new. Paul Hersey, leadership thinker and creator of Situational Leadership, posited this theory more than a generation ago.

Managers are responsible for systems and detail; leaders are responsible for people and direction. While we intertwine the concepts regularly, the functions are distinct. Managers get the right things done; leaders get things done right, with an emphasis on doing it with and for people and in the best interest of the organization. Within that construct, leaders play multiple roles—visionaries, guides, servants, coaches, cheerleaders, team players and sometimes followers. Their role is, as Hersey believes, situational. In short, leaders need to do what needs doing. Toward that end, here are some roles to consider:

Leader as collaborator. Anne Mulcahy, whom Schwartz cites in his article, is the model of collaboration. Taking over as CEO when Xerox was in real trouble, she turned around the company—not through the power of her personality but by working collaboratively with employees of every level. She had to make tough decisions about cuts and layoffs, but she believed that if Xerox was ever to succeed again, it would need the commitment of everyone in the company—not just the senior leaders. Her town hall meetings stimulated thought and got people focused on what needed to be done. Their tactics, as shaped by corporate strategy, were essential to the turnaround.

 
 
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WHITE PAPERS

Informatica Platform and Integration Competency Centers

Forrester used its total economic impact methodology to interview seven companies that have standardized their data integration practices.
 

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Adobe for Business Process Automation

Companies must be able to react to customer demands, competitive threats, and compliance requirements.
 

Increase Customer Satisfaction and Lower TCO

With Adobe® LiveCycle® Enterprise Suite (ES2) software, organizations can easily deploy intuitive user experiences.
 

Top 10 Habits of Highly Effective PMOs

This white paper outlines the top ten habits necessary to make your PMO more effective and maximize its benefit to your organization.
 

Why an Enterprise Project Portfolio Management, EPPM

Beyond traditional project portfolio management, Primavera P6 EPPM improves visibility into every aspect of the project manufacturing process.
 

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The Case for Data Protection for SMBs

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Enterprise Capture: Your Onramp to Business Process Automation

Date: Tuesday, December 15, 2009
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Today more than ever companies are see...
 

Enhance SAP

New research from AMR shows that SAP environments can be dramatically more efficient with the addition of document ...
 

Beyond Installing ITPM Software: How a global company reduced risk and successfully implemented ITPM

Live Webcast: November 11, 2009
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Hear directly from one of your peers who has reduced risk...
 

The Last Software You'll Ever Buy? The CRM Platform as Development Platform

Join Stan Gibson the principal of Stan Gibson Communications and CDC Software's Scott Munro for an engaging discuss...
 

Real World Performance: More Than Just Benchmarks

Real World Performance: More Than Just Benchmarks
 

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