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July 15, 2010

Comments

scott owens

You probably just saw a snapshot of why the company you met with is less than successful or could be more successful. Senior management is NOT sharing direction so very frequently the technical implementers are using the only business knowledge they know - via its technical aspects.
I bet "The Contrast is Stunning" within the company as well.

I am a senior engineer for a large company (5000+) employees. We are expanding a division with various new applications, new networks, new staff. I read about it in the local newspaper first. I hope they know how many blinky lights they need before they tell us what we are supposed to build.

After 20 years of working in the public and private sector I am sad to report most employers have an inability to share direction or corporate needs from the top to the bottom.
It's not that we can only see problems in 1Gb/sec or multimode vs singlemode, its that that is the only view you present us; we have no idea of what your strategic direction or needs are so we think within the limited box we know. Must be fast and reliable, why we don't know.
We're not competitors - let us in on the secret ok ?

Chuck Hollis

Well said -- thanks for sharing!

-- Chuck

David R

Rare is the technologist who also gets the value that their firm delivers to the market. It is not their fault, but they get so wound up in the crisis of the day that they never get much above the tribulations in the IT department. It is our job in the vendor/partner/consulting community to deliver ideas to these folks that are grounded in business value and leverage the technical skills the traditional IT folks have. If you try it, you will be surprised how eager "techies" can be to participate in a business proposition based on new technology versus the "business as usual" discussion about who passes traffic faster.

Neil Ward-Dutton

Chuck, a great post and although this isn't a topic I'm deeply familiar with I do see similar patterns every day in my own fields - business process management (BPM), SOA and software development. Many technologists - and vendors, you're right - frame "success" as a great technical implementation. However value only comes when that "success" is actually accepted and embraced by the organisation. Unless someone is thinking about the change management issues and sharing ideas about how to manage those risks, all the technical "success" in the world doesn't matter one bit.
It's an issue that's as old as the hills, and I wonder when (if ever) it'll be dealt with as a matter of course...

The comments to this entry are closed.

Chuck Hollis


  • Chuck Hollis
    SVP, Oracle Converged Infrastructure Systems
    @chuckhollis

    Chuck now works for Oracle, and is now deeply embroiled in IT infrastructure.

    Previously, he was with VMware for 2 years, and EMC for 18 years before that, most of them great.

    He enjoys speaking to customer and industry audiences about a variety of technology topics, and -- of course -- enjoys blogging.

    Chuck lives in Vero Beach, FL with his wife and four dogs when he's not traveling. In his spare time, Chuck is working on his second career as an aging rock musician.

    Warning: do not ever buy him a drink when there is a piano nearby.

    Note: these are my personal views, and aren't reviewed or approved by my employer.
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