Archive for January, 2008

ManagementSpeak, 1/28/2008

Monday, January 28th, 2008
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ManagementSpeak: … but I’m not saying anything. Translation: I’ll take cheap shots at you about this on a regular basis. This week’s anonymous contributor said a lot.

Run, IT, run … but not as a business

Monday, January 28th, 2008
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Nitpicking is fun, but pragmatism pays the bills. Last week’s column, which deconstructed the notion that CIOs should run IT as a business, was fun, but it might have been more self-indulgent than useful. The column, if you missed it, listed eleven definitions of “business” and demonstrated that none of them makes sense as a […]

ManagementSpeak, 1/21/2008

Monday, January 21st, 2008
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ManagementSpeak: I’m committed to a high level of organization and structure. Translation: I’m a hopeless mess and I’m depending on you to cover for me. KJR Club member Larry Lipman is committed to a high level of translation quality.

Running IT like a whatchamacallit

Monday, January 21st, 2008
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CIOs are, according to many in the business punditocracy, supposed to run IT as a business. Yet in spite of all of the ink smeared on crushed trees advocating this thought process (not to mention the miniscule magnetic domains that have given up their freedom to store it) I’ve yet to see anyone define what […]

ManagementSpeak, 1/14/2008

Monday, January 14th, 2008
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ManagementSpeak: You will have to do more with less. Translation: We are shipping more work offshore. You get to deal with the fallout. KJR Club member Dan Senko did great things with nothing more than his ears and good sense.

The connection between leadership and process in IT

Monday, January 14th, 2008
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Business is the land of the panacea, and IT is its capital. Sensible people … people who would never ask, “What do you think — should I take tetracycline, Vitamin D, or have surgery?” before undergoing the minor inconvenience of a medical diagnosis to determine (a) if they are ill; and (b) if so, with […]

Great Quotations, 1/7/2008

Monday, January 7th, 2008
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“Most of what we call management consists of making it difficult for people to get their work done.” – Peter Drucker

A contrarian view of process

Monday, January 7th, 2008
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Process has dominated the consulting world, at least since Michael Hammer and James Champy published Reengineering the Corporation in 1994. Keep the Joint Running and its InfoWorld predecessor, Survival Guide, have been contrarian about process for nearly as long. The process perspective isn’t wrong. It is, however, subordinate to other, more important perspectives. As evidence: […]

my photoBob Lewis is a senior management consultant with Dell Services. He has published these columns once a week in one form or another since 1996.

Disclaimer: All opinions, statements, representations, allegations, images (if published) and anything else that appears here is the sole responsibility of the author. Dell has and had nothing to do with it, other than saying it's okay to continue publishing KJR.

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