Management Consulting

An IT manager is only as good as his or her team is. This means that one of the most critical skills that an IT manager has is the ability to build the perfect team. The better a team that you can build, the better your team is going to make you look!

In order to be successful as an IT manager, you need to be able to show the company that under your leadership your team is able to deliver high quality products on time and under budget. If you want to have any chance of being able to pull this off, then you are going to have to discover ways to build a high performance IT team.

There are a lot of bad guys out there. For some odd reason, a lot of them seem to want to break into your company's networks and applications. As the CIO, it's your job to make sure that this does not happen. As much as we like to spend our time looking outwards in order to detect the next threat that our company may be facing, perhaps we're looking in the wrong direction. Just as important may be the insider threat that lurks within the company. No matter where it comes from, cybercrime is your problem to deal with.

Who was it that said "It takes a village…"? They may not have been talking about being a product manager, but they might as well have been. Life has become so complex that product managers can no longer make their product a success just by their own efforts. Today it takes the help of one or more partners to get your product to where it needs to be. Are you going to be ready to work with those partners?

Any manager is only as good as his or her team. I'm pretty sure that we've all heard this before. However, that leaves us in a bit of a bind - more often than not we are just handed a team and told the make the most of them. However, it turns out that over time we have the ability to reshape and mold our team based on who we choose to add and remove from it. Learning how to do this the right way is what can determine the ultimate success of a manager.

As individuals we have a tendency to shy away from getting involved in arguments. We view them as being confrontational and filled with emotions. However, when it comes to negotiating and when we have a different view of the world than the other side of the table, it turns out that a little bit of arguing might be just what the doctor ordered.

The art of negotiation depends on your ability to successfully communicate with the other side of the table. An important part of this communication is your ability to signal to the other side what your intentions are. Likewise, they will be signaling to you what they want to accomplish.

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It turns out that most negotiations are over even before they begin. The team that has spent the most time planning for the negotiation, doing their homework, and collecting the data that they'll need is the one that's going to walk away from the table with the best deal. Wouldn't you want that team to be your team? Planning is what happens before you sit down at the negotiating table. There are no negotiating tactics or tricks at play here. It's just a matter of you doing your homework.

It's always been known that the job of being CIO is a tough job. One of the reasons that this job is so hard to do well is because we stand on shifting ground. The technology that we use goes out of style and then gets replaced by new technology almost overnight. One of your tasks as CIO is to be able to take a look at new and emerging technologies and determine which of these will impact your company.

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What does it take to be a successful CIO? Studies have shown that the average CIO only holds on to the job for roughly 4 years - what can you do to have a longer career? It turns out that the answer to this question is simple: You need to find ways to work with the rest of the business. What this means is that although your technical skills and your ability to work with the rest of the people in the IT department are what got you this far, it's not going to be what you need in order to stay in the job. You are going to need to develop a new set of skills.

En la raíz de los problemas específicos de cualquier empresa subyace la dinámica de la asignación del reconocimiento y la culpa. En muchas oficinas la gente siente que está en medio de un juego de alto riesgo en el que puede "culpar o ser culpado", y en el que tiene que luchar no solo por hacer un buen trabajo, sino por conseguir el crédito que merece por hacerlo. La dificultad radica en que muchas empresas fomentan una cultura de la culpa.

Wer heute eine Idee für ein Produkt hat, kann es innerhalb eines Monats auf den Markt bringen. Moderne Software als Design-Werkzeug, Digitale Nomaden als Arbeitskräfte und eine globale, vernetzte Logistik machen das möglich. Damit immer schneller produziert werden kann, müssen Prozesse verändert werden. Die Ersten, die das erkannten, waren japanische Autobauer.

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When we enter into a negotiation, we simply don't know everything that we need to know. What this means for us is that we've got to use the negotiation to do some exploring - we've got to get answers to the questions that are unanswered when we start.

There are a number of different ways to make yourself more powerful in a negotiation. Bringing a team to the table is one way to go about doing this, but there are advantages and disadvantages to doing it. Not all negotiations are done by ourselves. If we choose to bring in a professional negotiator to do our dirty work for us, then we're going to need to know how to find out if they truly know their stuff.

When you find yourself in a leadership position, you'll want to make the most of it. This means that you want to be viewed as being both powerful and effective. In order to make this happen, you need to have a good understanding of what leadership is really all about.

How your next negotiation is going to turn out will be determined by how you open the negotiation. No matter if the other side is a push-over or a tough customer, you are going to have to decide how you want the negotiation to start and then you are going to have to take steps to make it happen.