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Webcast: In the Google Apps Cloud: How to Achieve Your Business Objectives

Dec 3rd, '09, 1 - 2 pm US/Eastern (GMT-5)

Join Council member Brent Hoag, Director, Global IT, at JohnsonDiversey, as he discusses the adoption of Google Apps which has helped meet four corporate goals; sustainability, simplification, increased employee productivity and global collaboration.

Webcast: Collaboration Initiatives: Benchmarks & Best Practices

Dec 15th, '09, 4 - 5 pm US/Eastern (GMT-5)

Join Council members Ruth Thorpe, VP & CIO at the U.S. Pharmaceutical Operations of Sanofi-Aventis, and Gary Kuyper, CIO at Bethany Christian Services, as they speak about their collaboration initiatives and experiences in how and why they chose the social networking and collaboration tools they are using and their business goals for collaboration, and facing culture change challenges.

Data Overview: Collaboration Initiatives Field Guide: Benchmarks & Best Practices

This appendix to the Council Field Guide provides an analysis which discusses benchmarks for collaboration IT implementation costs, adoption rates and payoffs. The overview identifies top IT and business goals and satisfaction rates for collaboration initiatives as well as best practices and lessons learned for implementing collaboration IT.

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What It's Like To...Take A Real Vacation

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...

 

December 15, 2004CIO

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 me—a 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 practice—that 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

 
 
 
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