Throughout the year, I get the opportunity
to talk to many IT professionals. Some
of them are quite seasoned and some of them are recent graduates filling one of
their first professional roles. Some are
junior analysts, others are senior technicians and planners, and a few are the
managers and executives of the organization.
The conversations I have with those people
can be quite different, depending on their roles with the organization.
When I talk to technicians, I tend to talk
more about product and how the effective use of a Capacity Management product
can make them more efficient and able to achieve results quicker and easier.
When I talk to a senior manager, VP, or
CIO, I’m focused more on how we can help them achieve business objectives – a
subtle difference, but an important one.
Senior managers in general are very focused on outcomes and less focused
on the mechanisms for achieving those outcomes.
One of my favorite conversations with a CIO
resulted in him telling me that anyone he talks to must answer the question,
“How will doing business with you save me money?” And that CIO was right – any investment that
a company makes in software, hardware, or other technology has to, in one way
or another, save or make the company money.
This blog series will focus on the CIO or
any senior strategy decider in an organization that relies on mainframes to
perform critical business functions.
Come back on Monday and we’ll talk about a problem faced by many CIOs and other decision-makers in
mainframe organizations – the aging and retirements of valued baby-boomer employees
who hold much of the knowledge about how to keep the mainframe (and hence much
of IT) running at peak effectiveness.
Rich Fronheiser
Chief Marketing Officer
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