Deliver superior customer experiences with an AI-driven platform for creating and deploying cognitive chatbots
Deliver Awesome UI with the most complete toolboxes for .NET, Web and Mobile development
Automate UI, load and performance testing for web, desktop and mobile
A complete cloud platform for an app or your entire digital business
Detect and predict anomalies by automating machine learning to achieve higher asset uptime and maximized yield
Automate decision processes with a no-code business rules engine
Optimize data integration with high-performance connectivity
Connect to any cloud or on-premises data source using a standard interface
Build engaging multi-channel web and digital experiences with intuitive web content management
Personalize and optimize the customer experience across digital touchpoints
Build, protect and deploy apps across any platform and mobile device
Rapidly develop, manage and deploy business apps, delivered as SaaS in the cloud
There's been a lot of talk over the last week around Burton group's report on SOA adoption. Most recently I read Dave Linthicum's Should you Fire your CIO blog entry and I totally agree. Not that I mean you should fire your CIO, but there are definitely different styles of CIO's - and if you have the wrong kind maybe you need a change.
What I find most valuable about the Burton report is that, unlike many of the other recent SOA surveys, it doesn't rely on self evaluation. After all, if I'm asked whether I'm ugly and smell bad, my answer would be "no" (whether it's accurate or not) - this is what people smarter than me would call "cognitive dissonance". So self evaluation isn't a very reliable way to measure SOA success.
That said, back to the topic of CIOs. There's a pattern I've seen: the "change and go" CIO. Certain CIOs make their living coming into an organization to shake it up, change it, get it going... and then they leave onto the next company that needs their help. In a number of cases, I've seen SOA infrastructure initiatives kick started by a "change and go" CIO.
Why does this work? These CIOs only go to companies that recognize they need to change - so you've got a fundamental ingredient for success: a mandate for change, driven from the top - and someone to make that change happen, with no desire to carry sentimental baggage forward if it doesn't make sense. Now, I don't have data to support this, but I'd hazard to guess that more than a few of the (small number) of success cases that Burton found were a result of one of these "change and go" CIOs.
If your organization is looking for a change, it may make sense to look for one of these unique breeds of CIOs. The one thing you'll want to do, however, is interview the CIOs that came after the "change and go" CIO to make sure that they didn't achieve their short term results at the expense of long term pain (which only the next CIO will be able to tell you!).
View all posts from dan foody on the Progress blog. Connect with us about all things application development and deployment, data integration and digital business.
Copyright © 2018 Progress Software Corporation and/or its subsidiaries or affiliates.
All Rights Reserved.
Progress, Telerik, and certain product names used herein are trademarks or registered trademarks of Progress Software Corporation and/or one of its subsidiaries or affiliates in the U.S. and/or other countries. See Trademarks for appropriate markings.