You’ve heard the stories. Little Johnny did this, little Johnny did that, little Johnny did god knows what.
Behavioural Economics, Business, Business Enablement, corporate assets, Goal Setting, Information and Technology, Information Technology, IT Strategy, Organisational Autism, Strategy, traditional assets
Far too few CEOs regularly think about IT on a habitual basis, and especially as something that is potentially integrated into everything their companies do and could do. This is however, not at all surprising, there is a general lack of time for any CEO to be always actively involved with what IT does and they will generally have some degree of misunderstanding of both the historic roles and the relative successes and failures of IT.
Reality bites down hard when it wants to, and more often than not when we are least expecting it. IT is seldom given importance for any valid business reasons, such as its support of operational excellence or of quality support of valuable mission critical business – and bureaucratic reasons are not necessarily business reasons – but frequently find themselves at the forefront of business life for primarily negative reasons.