Gartner Blog Network

Posts from Date:   2010-4

Have you lost your small project muscle?

by Mark P. McDonald  |  April 29, 2010

The economic recession required CIOs to concentrate their resources and address the most pressing issues in their enterprises.  This often involved following a recipe for IT cost reduction that went something like this: Postpone investment projects, with the exception of the few major/multi-year projects which were ‘too big or too long’ to stop. Renegotiate contracts […]

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Welcome to the European CIO leadership forum

by Mark P. McDonald  |  April 27, 2010

About a month ago Gartner held it’s CIO leadership forum in Phoenix and now it’s time for the European version being held at Terminal 5 at London Heathrow and what a difference a month makes.   Not only have we had the disruption of the Iceland volcanic event but the world economy continues to evolve and […]

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In defense of proactive risk management – Eurocontrol

by Mark P. McDonald  |  April 23, 2010

Questioning why a crisis or disaster could not be prevented is common.  Calls for reform, restructuring or new regulation go up under the banner of ‘never again’.  Reform and regulation is defined more by the need to prevent the past from recurring rather than looking ahead and proactively managing risk.  Risk management seems to be […]

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The Power of Pull, a book review

by Mark P. McDonald  |  April 21, 2010

What is the future of the enterprise and its relationship with the individual? How is social media and the entry of ‘digital natives’ into the workforce going to change the face of business? These are two questions that John Hagel III, John Seely Brown and Land Davison (HSBD) discuss in their book Power of Pull: […]

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The nature of change is changing: change itself

by Mark P. McDonald  |  April 19, 2010

Change is the goal of change management.  It sounds simplistic but change is anything but simplistic.  The nature of change is changing. Traditional change management approaches concentrate on making the case for change and adoption of new business solutions and practices. That view measures success in terms of compliance rather then the realization of new […]

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The nature of change in changing: choice

by Mark P. McDonald  |  April 16, 2010

Choice is the logical next step when people ask for greater transparency as part of the changing nature of change.  Including choice in the change process overturns traditional views of change management where choice is not really an option, particularly after you have been through the X steps of the change process.  Reality is somewhat […]

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Brain Science – books that prove it is not in your mind, but in your brain

by Mark P. McDonald  |  April 15, 2010

Neurological studies of the brain and how it influences social interactions and behavior were all the rage about six months ago.  Issues of how the brain perceives, filters and values information in making choices were a particular focus of these studies.  Like any subject area, some of the books were very strong, influential and well […]

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The nature of change is changing: transparency

by Mark P. McDonald  |  April 15, 2010

Transparency is the new universal solution to all things and it is an integral part of the changing nature of change. Calls for greater transparency reflect many things, from a decrease in trust to the increased capacity of people to take in new information.  While being transparent is often thought of in a financial perspective, […]

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One week with the iPad and counting

by Mark P. McDonald  |  April 14, 2010

I picked up my iPad a week ago and I have been using it around the home office, house and on a few business trips. Here are the impressions so far and they build on the comments I made earlier. Warning this is a long post. Please note that I am trying to find ways […]

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The nature of change is changing: dissatisfaction

by Mark P. McDonald  |  April 13, 2010

Dissatisfaction is the new driver for change, particularly in an environment requiring greater flexibility and strong social systems.  Dissatisfaction will replace the traditional top down performance problem approaches that drive current change management. Now you can a say this sounds like semantics, after all people are dissatisfied because there is a problem.  My responses are […]

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