We all know that there are certain risks when it comes to working virtually, away from the office. There are genuine concerns about the reduction in productivity, lack of employee engagement, and plenty of chances for miscommunication. While there are plenty of pitfalls, it is important to consider the pitfalls as opportunities for improvement. Believe it or not, productivity not only can be sustained but improved while employees work virtually. Before I answer how productivity can be improved, we must take a look at the causes of communication failures, according to 4 Common Communication Failures (And How to Fix Them). As this article points out, there are 4 main types of communication failures:
An organization I worked with owned a site in New Orleans. Our disaster recovery plan was simple; It required that the General Manager transport the most recent backup tapes to a designated accessible sister site where IT would redeploy the site's data and applications. When Katrina hit, our disaster recovery plan worked flawlessly and we recovered within the prescribed RTO and RPO. However, the 37 employees that used that data to generate revenue for the organization were scattered around the country unable to conduct business leaving our customers with an inferior product. What good is a disaster recovery plan without an associated solid business continuity plan?
What is Common Data Service?
Common Data Service is a cloud-based data storage and management system that standardizes your data across business applications like Dynamics 365, Office 365, mobile apps, and Power BI.
Your data is stored in standard (or customized) entities, similar to how a table stores data in database. If you use Common Data Service, your suite of business applications feed data predictably to these entities, allowing simple data sharing, data mining, and business intelligence.
Have you given up on your New Year's Resolution already? Surprisingly (or maybe not), February is usually when people drop out of their "New Year, New Me" mantra. Reality sets in, the gym feels a million miles away at 5:00 am, maybe saving money is overrated. It's easy to talk yourself out of the whole thing.
What I have observed about problem solving during my now approaching 40 year career in Information Technology is that people are often trying to convince others of an approach without ever presenting a problem statement. I've seen people go directly to the solution. Sometimes those people have included me. OK, lots of times it was me. Now, there can be a variety of reasons why this happens. I may have assumed that everyone understands what the problem is (Kalsa, whose book I am currently reading, correctly points out that this is simply guessing.) Other times there may not actually have been a problem, I just had something to gain by the solution being implemented. Sometimes I was presented with a task, to solve an issue, and I just wanted to check that one off my list, so I didn't bother to invest the time to fully understand the problem, so how could I state it properly. More to the point, in each of these situations, how could I possibly arrive at the exact solution?
Earlier this week, we hosted another in our series of Business Intelligence related discussions. We had a great presentation from BI expert, Teal Derheim, and the attendees asked a lot of wonderful questions.
Thinking about this week’s blog, I found myself contemplating “what if I were still a CIO…”? What questions would be at top of mind? In some ways the questions probably have not changed much in five years but, the technology certainly has advanced in multiple directions.
Studies have shown that the effective usage of new technology is the number one driver for realizing value from IT. In most cases, many hurdles (or humps) must be overcome in order to achieve the goal of full user adoption. Often times these obstacles are obvious but remain unaddressed. Why? Because planning for change is hard — or, we underestimate their potential negative impact — or, there is cultural resistance to change — or, like Igor in Young Frankenstein we are in denial.