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Mid-Market CIO Panel: Tips and Techniques for Improving Vendor Relationships
July 15, 4:00 PM - 5:00 PM U.S./Eastern (GMT-4)
We'll highlight relationship priorities and best practices identified in a Council study, and we'll interact with a CIO panel on the approaches they've used to improve strategic vendor partnerships.
Secrets of Successful Vendor Contract Negotiations for the Mid-Market
Sept. 10, 2009, 11:00 AM - 12:00 PM U.S./Eastern (GMT-4)
On this free public Council teleconference, Matthew A. Karlyn, attorney at Foley & Lardner in Boston, will share tips on negotiating tactics and new, creative contract terms to help mid-market CIOs make better deals.
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August 18, 2008 — InfoWorld —
Editor's Note: This story was updated on August 19, 2008 to add details of an e-mail referenced in paragraph 16 and a comment from IBM in paragraph 18.
Tempers flared inside a San Francisco datacenter on Friday, June 20, igniting the greatest public spectacle pitting a lone tech worker against management, media, and the law. Tension between network admin Terry Childs and his managers had been simmering for years and reached a boiling point on one of the hottest days of the summer.
Childs allegedly harassed a new manager on that day and, later, held captive San Francisco's omnipresent data network. This landed him in jail on charges of violating the Computer Fraud and Abuse Act; the judge gave him a punishing US$5 million bail.
Like a match falling on dry leaves, the Childs case spurred techies to the blogosphere bearing angry messages and not-so-veiled threats: "Many an IT worker has been cursed with incompetent superiors," "I've seen no-win situations in the past where management set me up to take the fall ... and I protected myself, too," and "This could very well have been written about myself if I decide to go rogue in my city."
The manager-techie relationship has always been a rocky one. At the heart of the discontent, the two struggle to understand and respect what each other does. Every few years the relationship is further strained by collisions at the intersection of business and technology, from the Y2K debacle to pricey enterprise software to cost-cutting measures like offshoring and outsourcing.
Over the last couple of years, the temperature inside the IT department has risen steadily to an all-time high. With so much uncertainty and angst brought on by a sputtering economy, the tech worker now stews in his cubicle on the verge of a mental meltdown.
Even worse, the complex technology that companies today depend on to run their businesses lies in the firestorm's path.
Many tech workers toil in lean staffs, face unrealistic expectations, and worry daily about job security. News reports show that more IT cuts are on the horizon, adding to those [fears]. In fact, every tech worker I interviewed for this article spoke on condition of anonymity out of fear of management reprisal.