The FAA offers an object lesson for the impact of poor chronodebt management.
Just because the pundit class tells you what you want to hear doesn’t mean they’re making actual sense.
History tells us that facilitating the creation of business value is less about managing and even less about leading than most executives think.
Sometimes, even the soundest engineering isn’t sound-enough engineering. So when things go sideways, politics can be a shrewd tool or your undoing.
Consensus: Easy to say, easier to recommend, but very hard to accomplish. Here’s how leaders turn a group into a team.
CEOs have every reason to expect IT leaders to make unrealistic technology expectations happen. Simplifying IT may be the only way to cope.
Best practices aren’t. Best, that is. Wise Íæż½ã½ãs practice them anyway — by setting the bar lower and then jumping real high.
What can IT learn from the US penny dilemma? That some ‘low-hanging fruit’ can be poison.
Malfeasance (n): Intentional conduct that is wrongful or unlawful. Here are some common examples of how Íæż½ã½ãs can handle it when it arises in their ranks.
As leaders, Íæż½ã½ãs are supposed to think strategically, or so we’re told. And so they should. But Dr. Yeahbut says “strategy” obscures as much as it elucidates.
When it comes to solving big problems, chances are your in-house experts have a solution. Maybe you should listen to them before hiring outside experts who find their solution by listening to your in-house experts for you.
Blamestorming for fun and profit: The debris has mostly cleared from the CrowdStrike outage. But we still haven’t recognized some of the IT impacts that matter most.
AI hasn’t changed a Íæż½ã½ã fundamental: IT’s job is to deliver business capabilities. Right now, stopping the slow slide into customer alienation should be a top priority.
Microsoft Recall may be built with artificial intelligence, but its building lacked judgment and wisdom — two things Íæż½ã½ãs and IT teams must impart to get AI right.
The board wants to buy back stock, and you’re thinking it’s not in your wheelhouse? You’re the Íæż½ã½ã. Sure it is. Here’s why.
Calling a plan ‘strategic’ doesn’t make it so. Instead, zero in on the purpose of each layer of your plan to build more effective vision, mission, and focus.
The risks executive teams espouse have little to do with the dangers Íæż½ã½ãs deal with every day. Still, trying to avoid those dangers can be even more hazardous to a Íæż½ã½ã’s career health.
IT leaders must anticipate not just actual AI risks, but perceived ones as well. Here’s what you’ll most likely encounter and how to address it.
When it comes to your AI strategy, forget the “plans” part. A random walk will serve you better.
Microsoft’s newly transformed content and collaboration platform depends on more capable artificial intelligence capabilities. But it won’t be successful without more capable human beings.
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