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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.
Learn more about the CIO Executive Council »December 15, 2004 — CIO —
A mentor once told me, "If you want to come back to an empty inbox, take at least three weeks off. Your staff can hold anything for you for a week, important things for two weeks and nothing for three weeks. They have to handle it." And an old boss used to say that if you're doing the right leadership job, your organization should be able to run itself.
I never had the opportunity to use that advice at IBM. But when I moved to a new job, a new institution and a new industry, it was now or never.
After I settled in as Northeastern's CIO and began to understand the business cycles in higher education, I declared that I'd use my vacation all at once, taking a month off that first summer. Summer at a university is a time when demands from students, faculty and staff are relatively low; executive discussions and decision making are suspended, and my teams in IS spend their time retooling for the fall rush and coming academic year.
My boss raised an eyebrow at my plan, but I convinced him that my staff could handle it. I even sold the fact that it'd be a test of whether my team could operate without mea live test of the succession planning we're all supposed to do in case the CIO is hit by a bus.
As I left that first summer, I set a few key parameters that I've held to every summer since. I told everyone that my number two is in charge. I'm blessed by having a former CIO as my number two. We refer to each other as Mr. Outside (me, working across the university executive team and externally) and Mr. Inside (Rick McCool, working across IS to make sure we deliver on our commitments). This arrangement is good business practicethat it enables me to take a vacation is gravy.
I told Rick and my assistant how to contact me on vacation, but then told them not to unless there's a real emergency. In five years, they've never called. I vowed not to check voice mail or business e-mail. I told them to save nothing for me. I flushed my personal e-mail, to-do lists and such so that when I returned, there wasn't a pile waiting.
My first couple of days back from vacation, I blocked off my calendar so that I could reconnect with people (not