Archive for category IT

iPad SchmiPad I’m Slate’d

It sure is pretty, but does it do enough?

Yea, so it’s here. It’s cool and all, but it doesn’t cure cancer or bring world peace. It won’t solve the problems with the Red Sox blowing leads late in games nor will it help the Cubs win a World Series. Now I’m not an Apple H8T3r, nor am I an Apple fanboy salivating at every utterance and release from Cupertino. That being said, I wouldn’t refuse an iPad if someone chose to give me one.

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Familiarity vs Knowledge

Acquiring knowledge takes effort.

Too many people and companies mistake familiarity for knowledge. A while back I was working with a CIO, whom I’ll call Ray, and realized that while he was familiar with several technologies, he had no actual knowledge about them or how they could help transform the business.

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Is RIM Blackberry the New Novell?

The big red Novell N used to control the enterprise market.

In 2010 – Blackberry is to Apple as Novell was to Microsoft circa 1994. As hard as it may be to remember back that far,  Microsoft was once an upstart that was derided for not being substantial enough to effectively serve business server and networking needs – suitable only for stand-alone PCs.  Novell was seen as the proper choice for enterprises looking to network resources together. Blackberry is in the same position today with regards to email-enabled smartphones and making many of the same mistakes that Novell made.

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Who Buys Shoes From a Barefoot Cobbler?

Would you buy shoes from a barefoot cobbler? Or order meat from a vegetarian butcher? Or get fitness advice from an over-weight trainer? Or pay for social media consulting from a company whose blog is three months out-of-date? Me neither, but apparently those minor details don’t bother everyone.

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Inertia in IT – Changing Hearts and Minds

Tradition isn't just a song from Fiddler on the Roof - IT departments can be too traditional.

Tradition isn't just a song from Fiddler on the Roof – IT departments can be too traditional.

It is ironic that IT departments, whom people would assume would be most comfortable with change, can be in fact some of the most hide-bound corporate employees rigidly bound to traditions and policies that may no longer be relevant to today’s business environment.

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