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Links 1 through 10 of 1852 Eric Brown's Bookmarks

Quote: Creativity and innovation in organizations is inherently difficult. In part, because the people who make decisions tend to be the people with the most experience. That experience helps you spot big mistakes but it also makes it harder for you to “recognize out of the box possibilities” or do something that might go against how your organization makes money today

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Quote: Rank, authority, and even responsibility can be inherited or assigned, whether or not an individual desires or deserves them. Even the mantle of leadership occasionally falls to people who haven’t sought it. But actually leading is different. A leader decides to accept responsibility for others in a way that assumes stewardship of their hopes, their dreams, and sometimes their very lives. It can be a crushing burden, but I found it an indescribable honor.

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Quote: The future belongs to the enterprise which has mastered the art and science of consistently finding needles in the haystack of data. The individual who can make this happen shall be anointed the new high priest; only time will tell whether s/he will be the Chief Digital Officer or the Data Scientist or the CIO making a transition to becoming the orchestrator of such services. It is certain that sooner or later this will become commoditized and challenge the adopters to find new differentiators sooner than later.

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Quote: But what I am saying is that 90% of the ground we’re “breaking” has already been broken. And if we took a second to look, we’d understand that we’re really just standing on the shoulders of giants.

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Quote: The amount of data still tends to dominate discussion of big data’s value. But more data in itself does not lead to better analysis, as amply demonstrated with Flu Trends. Large datasets don’t guarantee valid datasets. That’s a bad assumption, but one that’s used all the time to justify the use of and results from big data projects.

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Quote: Is the transformation to the digital world an evolution or a revolution for the CIO? I would say it depends. Some CIOs. Primarily those already linked to the business will see it as an evolution, the continuation of the efforts they have already taken to work hand in hand with the business. Other CIOs, focused mainly on technology will definitely see it as a revolution. Where are you in that spectrum and how do you take on the digital transformation?

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Quote: Whatever approach you choose, scaling agile requires complex navigation during each phase. It’s an evolutionary process, requiring balance across many different aspects of the organization. With a strategic and tailored approach, organizations can successfully scale agile and realize all that a greater agile reach has to offer. If you steer clear of the hurdles, it’s a worthwhile journey.

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Quote: Technology is turning whole businesses on their heads, and CEOs everywhere are struggling to find the best way to manage and leverage it. It makes sense that as technology increases its impact on businesses, the role of the technology leader will evolve. The notion of CIOs—and their organizations—as being all about operations and all about innovation—at the same time—cannot hold. The key for every CIO working today is this: Know which path plays to your strengths, and get moving

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Quote: The type of radical change required to reposition the CIO role and the IT function is a significant undertaking. It will require the dismantling of much of the IT function’s existing structures, processes and teams, and the development of new competencies, skills and knowledge. Such a transformation takes time and requires the understanding and support of the rest of the C-suite.

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Quote: If we’ve developed a good plan, if we must stay focused on executing it. This doesn’t mean we don’t adjust it based on new information, but we can’t abandon it. We know we will face changes and challenges to our plan. Hopefully, we’ve thought of those in our planning process and developed strategies to deal with these, when we are hit with them, we can deal with it.

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