Cloud ROI

Yes, there is a problem counting ROI in Cloud computing as Joe McKendrick (@joemckendrick) tell in the post Cloud Computing's ROI Increasingly Elusive, Survey Finds out on Forbes but I will continue to count value, not just numbers all the time. To be able to count value we have to understand Cloud computing and why it should be considered and planned for at the upper levels.

Short break out from Joe McKendricks post:

"Perhaps it’s a result of cloud becoming so tightly interwoven with the business that the potential results may be more far-reaching than a single process or two. Or, perhaps, cloud adoption and usage is expanding deeper into business operations at a faster pace than

A collection of comments

This is a collection of the comments I've posted today on a couple of sites. Most important one is No. 3. It's time we put pressure and demand true professionalism. New business opportunity in No. 2 - go ahead, time for action.

Comment 1: Commented: Employees Engage in Rogue Cloud Use Regardless of Security Policies

Comment 2: David Linthicums 'Cloud computing: The semi-secret economic equalizer' 

Comment 3: My long comment to: CIOs Say Corporate Directors Are Clueless About IT

Enjoy!

My long comment to: CIOs Say Corporate Directors Are Clueless About IT

Read the post CIOs Say Corporate Directors Are Clueless About IT by Kim S. Nash on CIO a couple of days ago. And it made me bit upset.

Short breakout:

Even as companies are relying more on technology to come up with innovative business models and fresh ideas for finding new revenue, many boards of directors don't understand enough about IT to keep up. Few CIOs sit on boards and, according to PricewaterhouseCoopers, just 1 percent of directors have any technology background at all.

'The future role of the CIO: trusted advisor, or...?'

My new post The future role of the CIO: trusted advisor, or...? is out on Outsourcing Magazine.

Short breakout:

"My humble opinions and questions: if you’re the outermost responsible for a department, area or the whole company as part of the management group, whom will you advise? To advise the board is seldom popular. To advise managers within the department/area is teamworking and management. To discuss and advise to this and that within the I-area with the rest of the CxOs is business as usual. A trusted advisor is someone who knows what’s best for you, a company, your business or responsibilities. It’s not a mentor but still a “professional friend”: a “professional friend” who’s not gaining from the advice more than the salary he/she gets to advise. The trusted advisor can be an internal or external person and higher or lower in rank. The relation can be formal or informal. The key is to give advice a client can trust."

Agree or disagree? Care and dare to discuss?

'The DNA of Product Management' by Hunter Walk

Today I read the excellent post The DNA of Product Management on LinkedIn by Hunter Walk, Director Product Management at Google.

I really think this one is important for Product Managers but especially for the Management team and, to bad, even sometimes to board members.

I copy three important paragraphs from Hunter Walk's post:

"2) Seek collaboration, not necessarily consensus