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8 IT Mistakes: Must-Have Lessons From Top CIOs

The trials, failures, and missteps of top CIOs is explored in this informative article by Chris Murphy. As Murphy explains, IT is constantly under the microscope but often not given the tools nor time to perform to its best ““ and is often the only group accused for the reason behind failure. While this may seem like a dire and bleak outlook of just where IT sits in the world of business, the article is meant to provide a few tips on how to avoid the same mistakes these CIOs made. The first mistake listed is provided by CIO Zimmerman who explains that you must never treat mobile development like desktop development. Make sure that mobile apps don't just look cool, but that they also meet the needs of the people you expect to use it. Another mistake that is often made by CIOs is over promising solutions. As the example provided by Chris Murphy shows, it sometimes pays to say “no” to a new project (or determining what other project could be eliminated to fit it) than put all new development on the back burner: One CIO, who asked that his company not be identified, says a lot of projects were pushed to the back burner during a three-year ERP project, which the company finished in 2010. So 2011 “was a year where pent-up demand for systems reached a peak,” he says. The company launched a website, a customer loyalty program, and more in the first quarter of 2011. The logjam became clear in the following months, and IT met with each main business unit in the third quarter to better set priorities and expectations. Another mistake that CIOs make is the assumption that everyone wants to have an internal social network. The truth is, you shouldn't assume that giving your staff a way of interacting is the best solution for you or them. Internal collaboration tools can be beneficial, but only if people want to use them and have a reason to.

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

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