成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

立即打開(kāi)
How the IT department can go from zeroes to heroes

How the IT department can go from zeroes to heroes

Aaron Levie 2011-01-21

????With the rise of cloud and social, it's time for the IT department to change the way they work -- and become company heroes.

????On a daily basis, a select group of individuals are making technology decisions on behalf of their entire organization. They're implementing services to solve real business problems, sometimes under the guidance of their IT department, but most often on their own. For the first time, the power of technology decision-making is in the hands of those who will be using the solutions deployed. These are the managers, project leaders and knowledge workers responsible for getting work done - not just the IT administrators managing implementation or the executives writing the checks. This is truly a revolution in the enterprise, unlike any we've seen before.

????This shift poses a major challenge for today's enterprises: how can we let technology run rampant through our organizations, technology that is fundamentally improving business outcomes, while still maintaining some semblance of a coherent IT strategy? It also creates a massive hurdle for legacy software vendors, who traditionally have only cared about one customer - the person buying and implementing their services - with little thought for the end user.

????In a recent Techcrunch post, Ben Horowitz argued that not much has changed - the "new boss" is actually the same as the "old boss," and for IT solutions to succeed in the enterprise they still have to be sold to the CIO or C-suite. You can't bypass the CIO forever simply in favor of adoption on the front lines. While Ben's thesis is directionally accurate in that budget and oversight will always be controlled by those at the top, the point that is often overlooked is that adoption is now fundamentally different from buying. In prior decades, this distinction did not exist. Buying and adoption were, for all intents and purposes, synonymous. And adoption was something that happened grudgingly, after technology had already been forced on employees from the top-down.

????When end user adoption precedes buying, it happens with purpose and even excitement. Users now have a much greater say in what technology they use, so much so that it's massively disruptive to the organization itself. There's simply no way that IT administrators can get their proverbial arms around all the tools and services that individuals are bringing into the enterprise. Box.net is an example of the type of tool deployed in "Shadow IT," implemented by end users to address a certain pain point, spreading virally throughout project teams and departments. It finally hits the radar of the IT Director or CIO, who at this point has two options: sanction the tool in its current use and evaluate it for broader deployment; or block it, risking a productivity drop and associated business consequences. Companies like T-Mobile, TaylorMade and Hawaiian Airlines have gone the former direction, but many others have taken the latter route, opting to stick with existing IT protocol and maintain tight control through on-premise systems.

????These are the options that every IT organization is facing today and will continue to face in the coming years. The adoption-buying split is broadening the disconnect between the roles and desires of end users and IT departments; such a disconnect cannot be sustained without negatively affecting business operations.

Diametrically opposed goals

????If you enumerated the goals of the IT department today, they would look something like this: implement the fewest solutions to solve the greatest number of problems, maintain complete control over technology and information, answer to expectations around cost and risk, deploy proven solutions. These are fundamentally at odds with the correlated goals of users: use best-of-breed technology to solve problems, gain complete mobility and flexibility, answer to the productivity expectations of their manager(s), move quickly by using the fastest, most intuitive new tools. Although contradictory, both sets of goals make perfect sense. IT should be responsible for information security. Knowledge workers must be asked to move quickly and stay productive.

????So how do we reconcile these seemingly disparate but equally valid needs? Andrew McAfee recently suggested a methodology for managing enterprise software implementation: "...exercise tight control over technology choice, and as little as possible over technology use. Tight control over technology choice ensures that a big organization doesn't wind up with hundreds of disjointed deployment efforts and fragmented technology environments."

????This will leave IT with a more stable technology strategy, yet most enterprises already employ tight control over choice, and it's not serving users very well. We must take into account the various users that need these tools to be productive. And as with many things in life, opting for compromise means that most everyone loses. In the interest of reducing the number of systems that need to be managed, companies may end up with the market's least flexible CRM solution. Or perhaps they'll buy a collaboration solution from the same vendor that provides them with networking gear. In both cases, IT wins in manageability in the short term, but users are likely to suffer usability and productivity losses - which means that ultimately, IT will have to become deeply involved in the "technology use" stage as well, providing user training, finding workarounds for lacking functionality, and taking complaints.

????Buying based on existing supplier relationships and system consistency -- and avoiding a little chaos and user testing -- is at the root cause of the problem with enterprise technology today: slow, awkward, and unloved by users. The challenge for the next ten years is to create and implement technology that supports the paradoxically different needs of both users and IT departments. We must re-build our enterprises in such a way that there's a connection between our IT vision and what we're demanding of employees. Enter the cloud.

The Cloud changes everything. Really.

????By democratizing adoption, the cloud changes everything about enterprise IT. It's now the sales manager that implements Salesforce.com (CRM) for her team. It's the developer that brings Amazon S3 (AMZN) into his toolkit. It's the support representative that selects Zendesk as the simplest solution for her customer service team. As a recent Forrester report noted, "Espcially in firms where IT is seen as plodding and cumbersome to work with, the new price points and preprovisioning of SaaS and cloud will foster renegade buying by the business." Like it or not, users now control the mindshare of their company's IT strategy, and enterprise vendors must begin to build tools that are meant to be used, not just meant to be sold. And this is why startups are inherently disruptive in new markets. They're not beholden to the old business models that represent major profit centers. Starting at a much smaller baseline makes you immune to the risk of cannibalizing past product lines, simply because you have none. And this is why, in just a matter of three to five years, the enterprise technology landscape has changed dramatically. It's also why, in the next three to five years, our corporate IT environments will look remarkably different than they do today.

????With enterpise software finally starting to focus on the individual, and not just the IT buyer, we're seeing dramatic changes in business productivity, speed of execution, and overall sentiment towards technology. People are able to work much more quickly, access more information than ever before, and make decisions in real-time that are backed by data -- all leading to a more open, connected and collaborative work environment. With the right solutions, even the IT professionals are happy -- they're finally able to get ahead of the game instead of always having to fight fires, solve problems, and answer to unhappy users. Take Manjit Sighn, CIO of Chaquita Brands, who explained to CIO.com's Thomas Wailgum why he bypassed the entrenched ERP vendors in favor of Workday's on-demand alternative and a more strategically-aligned IT organization: "I want my folks sitting arm in arm with business folks, talking about process transformation and trying to figure out how to bring products to market even quicker...not keeping the lights on running a system."

How everyone wins

????When an organization's IT strategy is consistent with what will solve problems for its employees, we'll see the emergence of a more productive, open, and social enterprise. To get here, IT professionals should be doing more "sitting arm in arm with business folks," but this can't happen unless the IT organization is enabled as a strategic group instead of just a technology support center mandated to avoid risk and maintain existing infrastructure. This conservative attitude is the reason that it's safest to go with IBM (IBM) or stay with Microsoft (MSFT) SharePoint, and why innovation in enterprise technology lags behind consumer technology by many years.

????It may seem unrealistic to think about IT professionals as the heroes of an organization. They don't belong to the department that makes the most money, or builds the products or services that their company sells. And yet, the IT department fundamentally powers all the activities at the lowest levels of how we operate our business in today's competitive environment. Whether it's end user adopted or company mandated, technology is powering everything we do and informing every decision we make: ERP, CRM, social business software, marketing automation, content management. But despite it's influence, technology has almost never been maximized in the best possible ways, by all the possible parties. That is changing, and quickly. To do this, of course, software vendors have to put much more effort than ever before into building solutions that don't fail their customers and delight rather than block users. We're getting there. We've seen more progress made in moving towards a more user-centric IT strategy in the last year than in the previous ten years, and this revolution will continue to gain momentum - and attention - in 2011.

????--Aaron Levie is the CEO and co-founder of Box.net.

掃描二維碼下載財(cái)富APP
无遮挡又粗又大又黄在线视频| 麻豆导演中出人妻| 欧美日韩国产亚洲一区二区三区| 国产在线尤物在线不卡| 人妻精品久久久久中文字幕一| 蜜色欲多人AV久久无码| 大乳的熟妇正在播放| 亚洲欧美日韩国产综合中文100| 国产成人99久久亚洲综合精品| 亚洲av午夜精品无码专区| 午夜成人理论无码电影在线播放| 免费无码专区毛片高潮喷水| 亚洲精品无码国模| 国产揄拍国内精品对白| 人妻 偷拍 无码 中文字幕| 国产一区二区三区乱码在线观看| 久久人妻内射无码一区三区| 久久精品亚洲乱码伦伦中文| 真人作爱90分钟免费看视| 亚洲av无码片在线播放| 为您提供日韩欧美在线综合网| 国产尤物在线观看不卡| 久久久免费精品视频| 欧美性videos高清精品| 麻豆人人妻人人妻人人| 亚洲欧美日韩中文字幕在线国产成人高清亚洲亚洲日本人成网站| 中文字幕亚洲一区二区VA在线| 日日噜噜夜夜狠狠久久丁香五月| 狠狠综合久久AV一区二区三区| 最近最新高清中文字幕| 国产乱人伦中文无无码视频试看| 人人爽人人爽人人片av免费| 东京热人妻欧美一区2区3区| 老板办公室乳摸gif动态图| 亚洲国产精品不卡毛片a在线| 欧美丝袜秘书在线一区| 国产成人一区二区三区视频免费| 亚洲va久久久噜噜噜久久天堂| 亚洲av永久综合在线观看尤物| 尤物一二三区在线内射美女| 中文字幕手机在线精品|