Decision-making is what leaders and managers do in the business everyday. Good decisions help the organisations become successful. In the information age, despite all the resources and information available to managers, they often make poor decisions.
There are many reasons why bad decisions are made. Managers think of major decisions as choices they must make. The thinking is ‘great men make great decisions’. In making their choices, they rely on their experience, preferences and judgement. While these are necessary, they are not enough to make sure that good decisions are made time and again. There are many ‘decision traps’ that managers fall into. To avoid these traps, one needs to treat decision-making as a process and not just a choice. Like all work, when there are right people, tools and processes are brought to bear, the results can be consistently good. Continue reading “On Making Good Decisions”
Technology is becoming increasingly important to businesses. Businesses depend on technology not just for process automation or ERP (Enterprise Resource Planning). Increasingly, technology is providing new operational capabilities, opening up new markets, and providing opportunities to gain better customer insights. It is fair to say that technology is now integrated in the way businesses work. Understanding the implications of technology trends has become critical for the future success and survival of businesses. Continue reading “Enhancing Board’s Technology Agenda”
Only a few companies, like Google, have achieved the rare distinction of being considered the ‘most admired’’ and the ‘best’ companies to work for. What makes a company successful in the business, and a delight to work for? Based on a recent study, companies that continually make sure their employees are satisfied at work, achieve this rare honour. How do they manage this? Continue reading “What is the Key to Satisfaction at Work”
Fostering strong engagement with business partners continues to be a challenge for many IT leaders. For periods of time, such as when, a major project is underway or when a strategy is being developed, relationships with business partners can improve, but in matter of months it drops again. CIOs know that effective business relationships are key to their success. What can be done to sustain business engagement in an ongoing way? What techniques do successful CIOs use? Continue reading “Three Tips for a Stronger Business Engagement”
Typical CIO Attitudes to Politics
Many CIOs are scared of organisational politics and think it is a dirty business. Often CIOs come from a technology background and technical expertise is their forte. Politics, and wheeling and dealing are not their comfort zone. They focus their energy on finding the best technology solutions for the business’s problems. The CIO’s daily battles are about up-time service delivery, and project delivery. They shy away from business level politics wherever they can. Many CIOs see politics as a ‘necessary evil’ or some sort of ‘game’ to play. Those who tend to look at politics in this way tend not to be very good at dealing with company politics. Continue reading “Can CIOs avoid politics?”
Many executives become project sponsors, because they want a new product or a service to improve their business operations. Everyone expects the sponsors to know their role, and how they are supposed to work. While there are qualifications required to become a project manager (PM), there are none for a sponsor. The sponsor’s role is an important role, but what exactly are they meant to do? Continue reading “Understanding the Project Sponsor Role”