Technocrat, some managers who have had very successful experience from the past in their previous jobs on a particular case try to implement it in their new organization without much analysis. That carries an inherent risk.
I love the message of your video Sara. Every company and IT department is different, so please budding CIO's - no cookie cutter approach. It will surly cause animosity from those who were there before you and in the end - it will not work.
Sara, I have been a witness too like impactnow to such situations where new leaders try to bring in what they saw at their previous companies. Some things work, some backfire. And to relate, the successful leaders have been those who first understood the processes, re-evaluated the current setup and then suggested what they learnt from previous companies.
@impactnow Great point: "Learning is key before implementation!" I understand the urge to start a new job with a bang, by shaking things up, hitting the ground running, making a name for yourself and all that. But when someone comes in and starts making changes without really understanding what the needs are, it almost invariably backfires.
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Now that TGen has broken new ground in genomic research by using Dell's storage, cloud, and high-performance computing solutions, the company discusses what will come next for it and for personalized medicine.
The Translational Genomics Research Institute wanted to save lives, but its efforts were hobbled by immense computing challenges related to collecting, processing, sharing, and storing enormous amounts of data.
Office and personal productivity tools come in a first-class and coach flavor set, but what makes the difference is primarily little things that most users won't encounter. What's the big issue in using something other than Office, and can you get around it?
We really don't want an "Internet of Everything" but even building an Internet of Everythinguseful means setting some ground rules to insure there's value in the process and that costs and risks are minimized.
Google's Chrome OS has a lot of potential value and a lot of recent press, but it still needs something to make it more than a thin client. It needs cloud integration, it needs extended APIs via web services, and it needs to suck it up and support a hard drive.
On a recent African trip I saw examples of the value of the cloud in developing nations, for educational and community development programs. We could build on this, but not only in developing economies, because these same programs are often under-supported even in first-world countries.
VMware's debate with Cisco on SDN might finally create a fusion between an SDN view that's all about software and another that's all about network equipment. That would be good for every enterprise considering the cloud and SDN.
Wearing a bulky, oversized watch is good training for the next phase in wristwatches: the Internet-enabled, connected watch. Why the smartphone-tethered connected watch makes sense, plus Ivan demos an entirely new concept for the "smart watch."
Cloud storage costs are determined primarily by the rate at which files are changed and the possibility of concurrent access/update. If you can structure your storage use to optimize these factors you can cut costs, perhaps to zero.
The Internet has evolved into a machine for drumming up a chorus of "Happy Birthday" messages, from family, friends, friends of friends who you added on Facebook, random people that you circled on G+, and increasingly, automated bots. Enough already.