Insights Into Business and Technology is primarily of a listing from LinkedIn Posts on business and technology insights. There is also coverge for important books to read in technology and business.

Articles By Devon
Why Managing an Information Technology Department Is Similar to Managing Your Own Business? (2015)
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Why Managing an Information Technology Department Is Similar to Managing Your Own Business? (2015)

When we work in information technology, we tend to think of ourselves as technology people. Even when we are promoted into management, we still consider ourselves technologists and engineers...click below to read more.

Why Managing an Information Technology Department Is Similar to Managing Your Own Business? (2015)

When we work in information technology, we tend to think of ourselves as technology people. Even when we are promoted into management, we still consider ourselves technologists and engineers...click below to read more.

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The Business Case That Never Starts (2015)
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The Business Case That Never Starts (2015)

Examines why many initiatives fail before they begin and how to structure effective business cases...click below to read more.

The Business Case That Never Starts (2015)

Examines why many initiatives fail before they begin and how to structure effective business cases...click below to read more.

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Why Sales and Customer Service Is So Important to My I.T. Department? (2015)
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Why Sales and Customer Service Is So Important to My I.T. Department? (2015)

Information technology managers sometimes think that the sole purpose of their department is technology delivery...click below to read more.

Why Sales and Customer Service Is So Important to My I.T. Department? (2015)

Information technology managers sometimes think that the sole purpose of their department is technology delivery...click below to read more.

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How to More Effectively Select Team Members for Your I.T. Organization? (2015)
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How to More Effectively Select Team Members for Your I.T. Organization? (2015)

Information technology managers have traditionally recruited based on skill set...click below to read more.

How to More Effectively Select Team Members for Your I.T. Organization? (2015)

Information technology managers have traditionally recruited based on skill set...click below to read more.

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Managing Technology Investment Decisions Using A Management Consulting Framework (2015)
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Managing Technology Investment Decisions Using A Management Consulting Framework (2015)

Managing a technology landscape is similar to managing a project portfolio. Technology leaders must focus on re-balancing their technology portfolio in ways that will deliver the highest business return...click below to read more.

Managing Technology Investment Decisions Using A Management Consulting Framework (2015)

Managing a technology landscape is similar to managing a project portfolio. Technology leaders must focus on re-balancing their technology portfolio in ways that will deliver the highest business return...click below to read more.

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Emotional Intelligence: What Makes A Great Leader? (2016)
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Emotional Intelligence: What Makes A Great Leader? (2016)

Emotional Intelligence is commonly characterized as one's ability to connect with, persuade, and lead people. While the result of emotional intelligence is unique leadership ability, the path or way to emotional intelligence is an inward maturation process…click below to read more.

Emotional Intelligence: What Makes A Great Leader? (2016)

Emotional Intelligence is commonly characterized as one's ability to connect with, persuade, and lead people. While the result of emotional intelligence is unique leadership ability, the path or way to emotional intelligence is an inward maturation process…click below to read more.

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I.T. Budgeting and Return on I.T. Investment (2016)
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I.T. Budgeting and Return on I.T. Investment (2016)

The annual budgeting process is primarily based on historical data. Information technology managers typically use backward-looking budgets and estimates to predict future events in constantly changing business environments...click below to read more.

I.T. Budgeting and Return on I.T. Investment (2016)

The annual budgeting process is primarily based on historical data. Information technology managers typically use backward-looking budgets and estimates to predict future events in constantly changing business environments...click below to read more.

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Customer Acquisition, Retention and Attrition Management for Your I.T. Organization (2016)
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Customer Acquisition, Retention and Attrition Management for Your I.T. Organization (2016)

Sales leaders, marketing leaders, and account managers spend a significant amount of time controlling for the costs of customer acquisition, customer retention, and customer attrition...click below to read more.

Customer Acquisition, Retention and Attrition Management for Your I.T. Organization (2016)

Sales leaders, marketing leaders, and account managers spend a significant amount of time controlling for the costs of customer acquisition, customer retention, and customer attrition...click below to read more.

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I.T. Process Improvement and Operations Mapping (2016)
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I.T. Process Improvement and Operations Mapping (2016)

As you know, the purpose of business process mapping is to map business processes in order optimize customer value, increase efficacy and eliminate inefficiencies as part of process improvement initiatives...click below to read more.

I.T. Process Improvement and Operations Mapping (2016)

As you know, the purpose of business process mapping is to map business processes in order optimize customer value, increase efficacy and eliminate inefficiencies as part of process improvement initiatives...click below to read more.

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Why There Are Two Layers to Strategic I.T. Planning (2016)
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Why There Are Two Layers to Strategic I.T. Planning (2016)

There are two layers to Strategic I.T. Planning: The Business Layer and The Technical Layer. The Business Layer is built top-down, starting with The Strategic Business Plan and building down into a Strategic I.T. Plan...click below to read more.

Why There Are Two Layers to Strategic I.T. Planning (2016)

There are two layers to Strategic I.T. Planning: The Business Layer and The Technical Layer. The Business Layer is built top-down, starting with The Strategic Business Plan and building down into a Strategic I.T. Plan...click below to read more.

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Business & I.T.
What You Want Versus What You Get
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What You Want Versus What You Get

If you ever work with a good management coach, one of the things you will talk about is the difference between what you want out of people and what you are actually getting out of people. The first thing a good coach will ask is, "before we talk about how other people can do things differently, what can you change to get more of what you want?"

What You Want Versus What You Get

If you ever work with a good management coach, one of the things you will talk about is the difference between what you want out of people and what you are actually getting out of people. The first thing a good coach will ask is, "before we talk about how other people can do things differently, what can you change to get more of what you want?"

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HBR IdeaCast
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HBR IdeaCast

HBR IdeaCast is definitely worth the listen when you can find the time. In 30 minutes, it puts new and innovative ideas on the table for how to approach the work that we do.

HBR IdeaCast

HBR IdeaCast is definitely worth the listen when you can find the time. In 30 minutes, it puts new and innovative ideas on the table for how to approach the work that we do.

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Recommended Business and Information Technology Books
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Recommended Business and Information Technology Books

This is my all star list. These books have deepened and broadened my understanding of business and information technology.

Recommended Business and Information Technology Books

This is my all star list. These books have deepened and broadened my understanding of business and information technology.

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Operational Efficiency
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Operational Efficiency

The heart of operations is high-performance, highly consistent, highly structured operational execution. Variation in a process reduces operational efficiency. One of the keys to operational efficiency is documentation.

1. Intro to and How to Documents – For aligning the team and onboarding new team members.
2. Task Level Execution Plans* - For streamlining and tracking completion of the work. If applicable, include tasks for testing the process before the end of the operational exercise.
3. Issue Log – For tracking and resolving issues during and after the operational exercise.
4. Post-Process Completion Procedures – For process validation and monitoring after exercise completion.
5. Artifacts – For compliance and audit.
6. Metrics – For continuous operational efficiency improvement and stakeholder visibility into operational health.

* Task Level Execution Plans should include: Task, Task Owner, Duration, Status Tracking and if applicable Sequence/Predecessor. Plan examples are Hour By Hour Plans, Deployment Plans, Cutover Plans, Action Item Plans, etc.

Operational Efficiency

The heart of operations is high-performance, highly consistent, highly structured operational execution. Variation in a process reduces operational efficiency. One of the keys to operational efficiency is documentation.

1. Intro to and How to Documents – For aligning the team and onboarding new team members.
2. Task Level Execution Plans* - For streamlining and tracking completion of the work. If applicable, include tasks for testing the process before the end of the operational exercise.
3. Issue Log – For tracking and resolving issues during and after the operational exercise.
4. Post-Process Completion Procedures – For process validation and monitoring after exercise completion.
5. Artifacts – For compliance and audit.
6. Metrics – For continuous operational efficiency improvement and stakeholder visibility into operational health.

* Task Level Execution Plans should include: Task, Task Owner, Duration, Status Tracking and if applicable Sequence/Predecessor. Plan examples are Hour By Hour Plans, Deployment Plans, Cutover Plans, Action Item Plans, etc.

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Fast-Tracking Professional Development
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Fast-Tracking Professional Development

Everyone you work with has skills and experience that offer you the best opportunity you will find for professional development and learning. Keep an eye out for people who are good at things that you would like to learn more about and then listen, learn, emulate and offer to help them with those areas. From software development to program management to management you have to lead your own way, but also pick people to follow and learn from.

Fast-Tracking Professional Development

Everyone you work with has skills and experience that offer you the best opportunity you will find for professional development and learning. Keep an eye out for people who are good at things that you would like to learn more about and then listen, learn, emulate and offer to help them with those areas. From software development to program management to management you have to lead your own way, but also pick people to follow and learn from.

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Cultural Divide Learning Curve
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Cultural Divide Learning Curve

Whether you are on the onshore side or the offshore side, bridging the gap of culture and language takes patience, time and persistence.

Cultural Divide Learning Curve

Whether you are on the onshore side or the offshore side, bridging the gap of culture and language takes patience, time and persistence.

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The Things of Presenting Information
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The Things of Presenting Information

There are 3 things, 5 things and 7 things if required. When presenting, start with the 3 things, then go to the 5 things, and then finally go to the 7 things if more detail will help your audience to fully understand the information you are presenting.

For deeper dive audiences (e.g. Engineers, Scientists), you could potentially start with 5 things, but I would suggest always starting with 3 things because they are the things you want the executive who only has time to attend the first 5 minutes of your meeting --or look at the first slide of your deck-- to know.

The Things of Presenting Information

There are 3 things, 5 things and 7 things if required. When presenting, start with the 3 things, then go to the 5 things, and then finally go to the 7 things if more detail will help your audience to fully understand the information you are presenting.

For deeper dive audiences (e.g. Engineers, Scientists), you could potentially start with 5 things, but I would suggest always starting with 3 things because they are the things you want the executive who only has time to attend the first 5 minutes of your meeting --or look at the first slide of your deck-- to know.

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3 Key Business Strategy Concepts Hopefully Made Easy
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3 Key Business Strategy Concepts Hopefully Made Easy

Value Proposition – How does your business deliver more of what your customer’s want for lower prices than your competitors?

Core Competency – What is the unique DNA of your business that creates the organizational capabilities that result in a market leading value proposition?

Competitive Advantage – How is your business positioned to win in new and existing markets?

3 Key Business Strategy Concepts Hopefully Made Easy

Value Proposition – How does your business deliver more of what your customer’s want for lower prices than your competitors?

Core Competency – What is the unique DNA of your business that creates the organizational capabilities that result in a market leading value proposition?

Competitive Advantage – How is your business positioned to win in new and existing markets?

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Practical Professional Training Courses
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Practical Professional Training Courses

My first ever professional training course was for new managers at SkillPath. The course was filled with practical advice, the instructors were very good communicators, and the courses are really budget approval friendly.

Practical Professional Training Courses

My first ever professional training course was for new managers at SkillPath. The course was filled with practical advice, the instructors were very good communicators, and the courses are really budget approval friendly.

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4 Points of People Management
 

4 Points of People Management

The ultimate goal of managing people is to increase the effectiveness and efficiency of each person on your team while keeping in mind each person’s professional –and even personal— goals. It’s highly rewarding when you get it right; it can really take a lot out of you when it doesn’t go well. Best practice people management is almost like having a second job. To truly do it right, you need a somewhat formalized plan for each of the points below and to be actively --and regularly-- engaging with each of your direct reports on the 4 points.

1. Professional Growth and Development Plans
2. Performance Improvement Plans
3. Standards and Requirements Compliance Assessment
4. Personal Context Assessment and Plan*

* Learn about and take into account the personal circumstances of --and even personal goals of-- each person on your team.

4 Points of People Management

The ultimate goal of managing people is to increase the effectiveness and efficiency of each person on your team while keeping in mind each person’s professional –and even personal— goals. It’s highly rewarding when you get it right; it can really take a lot out of you when it doesn’t go well. Best practice people management is almost like having a second job. To truly do it right, you need a somewhat formalized plan for each of the points below and to be actively --and regularly-- engaging with each of your direct reports on the 4 points.

1. Professional Growth and Development Plans
2. Performance Improvement Plans
3. Standards and Requirements Compliance Assessment
4. Personal Context Assessment and Plan*

* Learn about and take into account the personal circumstances of --and even personal goals of-- each person on your team.

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Creating Modern Capitalism by Thomas K. McCraw
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Creating Modern Capitalism by Thomas K. McCraw

On one level this is a compelling history of great businesses and their most important leaders in 30 page chapters. On another level this is a comparative analysis of national business systems that have driven the economic success of some of the most economically advanced nations in history.

Creating Modern Capitalism by Thomas K. McCraw

On one level this is a compelling history of great businesses and their most important leaders in 30 page chapters. On another level this is a comparative analysis of national business systems that have driven the economic success of some of the most economically advanced nations in history.

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