Mark Samuels

The consumerisation of IT is pushing social media onto the business agenda and blurring links between CIOs and their external lives, according to my latest feature for silicon.com:

JLT Group CIO Ian Cohen is a social media fan who has encouraging words for IT leaders wondering how to straddle the gap between personal and business identities to make the most of online collaboration tools.

“Try it,” Cohen said. “Give it a go, based on the type of things that interest you. The CIO needs to lead the debate on social media for the chief executive, so it makes sense to develop your position.” Finance CIO Cohen is a prolific user of social media, tweeting about business, football and music from his @coe62 account.

He is also a fan of LinkedIn and Facebook, and has taken steps to test enterprise-ready social tools behind the JLT firewall. When it comes to the divide between business and personal life on social media, Cohen suggests the links between work and external lives are blurring at an executive level.

To read the rest of the feature, please click here.

For CIOs, one thing is certain: the increasing interest in social media means IT leaders now have to spend more time with the marketing executive. Here’s my latest feature for silicon.com, which shows that a successful social strategy requires a confluence of CIO and CMO expertise:

From Facebook pages to Twitter profiles, executives round the board table will be expecting someone in the organisation to establish the organisation’s social-media strategy. While social media provides a means for the chief marketing officer (CMO) to engage with potential customers, it is the CIO who will be expected to provide the technical knowledge to make such digital marketing strategies a business reality.

“I spend more time now with the chief commercial officer, who is responsible to marketing, because of the criticality of social media,” said easyJet CIO Trevor Didcock, when asked whether he has spent more time with the marketing department during the past 12 months.

Didcock recognises the web and social media are crucial, yet he also recognises the business could do more, suggesting that many of his company’s activities – such as advertising on Facebook and recruitment through LinkedIn – are reactive rather than proactive. The answer is a confluence of CIO and CMO expertise.

To read the rest of the feature, please click here.

Some CIOs curse mobile working because of the security implications, but could flexible working actually be a route to better, rather than slacker, security? Here’s my latest feature for silicon.com:

“CIOs simply must get the business used to working remotely because employees increasingly live and work in a mobile environment,” says Vodafone CTO Jeni Mundy, an IT leader who speaks as someone who has created and implemented strategies to increase flexibility.

It’s a call to action that reflects the mobile nature of modern business – but is it realistic, especially given the continued security concerns that surround flexible working? After all, as many as 38 per cent of CIOs still view improved security as a business priority for 2010, according to research by Opinion Matters on behalf of Vodafone.

And while improved workflow, employee engagement and staff retention are identified by the research as the major benefits of flexible working, potential improvements to security do not figure in the list of top achievements.

To read the rest of the feature, click here.

A quick update to my article list for silicon.com – an article explaining why the shift to cloud computing may take longer than CIOs think. Along with the familiar barriers to cloud adoption, such as security and vendor lock-in, there are a number of less obvious challenges giving some CIOs pause for thought:

Listen to the vendors and on-demand computing is presented as an unstoppable force that is set to change technology provision quickly and irrevocably.

Check the research and that representation certainly appears credible, with analyst house IDC estimating that companies spend £10.7bn a year on cloud IT services worldwide and that the market will be worth £27bn by 2013. But while the numbers might sound impressive, IT leaders wishing to transfer services to the cloud face significant challenges.

Executives rapidly discover a dark side to the cloud, where concepts of on-demand technology are confused, trust is constrained and understanding is limited. “I find the whole debate about cloud as interesting as the debate about service-oriented architecture,” says Stuart Curley, chief technology architect at the Royal Mail. “It doesn’t keep me awake at night but it does send me to sleep.”

For the rest of the feature, click here.

I haven’t updated my blog for a while, so I thought I’d use readily available child labour and get my oldest daughter to pen a contribution. She is obsessed with dinosaurs; completely obsessed. So, we used this web site, where she could add words and automatically create a story. And here is big sister’s final work:

One day Dino decided to go for a walk. It was a sunny day and the earth was especially terrible.

Dino was really happy and was thinking about Pterodactyl. He noticed a T Rex in the volcano. Then he saw that the T Rex was heading for the bush. Dino got very scared when he saw the T Rex coming with a dead dinosaur.

So he went to a barbecue and he had no money. As Dino was walking his luck had turned. He was trembling with a Triceratops when he decided to go into the bushes. It was then that Dino saw a Parasaurolophus and the volcano. And he thought it’s time for lunch.

He found some treasure and he liked to play. For dessert he had pumpkin and squash. He then went outside and began to dream about a crocodile. Oh, Dino thought, another dream.

I’ve been on holiday for the past week. Well, I say holiday – I live in London and we visited Leigh-on-Sea for a few hours one day. The main point is that I haven’t been at work. And during that time away from my desk, a piece I wrote on the social CIO for silicon.com was published. The piece suggests that not enough IT chiefs are championing social media and collaboration:

The media consensus would have us believe that we are on the cusp of an information revolution, where everyone across the world is using Facebook to poke their peers and Twitter to tweet their views. As ever, an element of caution is required. Change is occurring but the revolution is patchy at best.

There might be 500 million Facebook users around the globe but that still leaves almost six and a half billion non-users. What lies behind such figures is a broader socio-economic change. The number of people using Facebook has doubled year-on-year and the up-and-coming cadre ofyounger employees expect to use social technologies in the workplace.

Such expectations create significant challenges for the executive team. The CIO, as the individual with responsibility for organisational IT, should be at the apex of that challenge. That, however, is not necessarily the case.

To read the full article, please click here.

Summer’s recently released CIO Connect magazine featured a profile interview with Deloitte UK partner and CIO Mary Hensher, a people person with a passion for the potential of IT to change business. The feature covered the following areas:

1. Deloitte UK CIO Mary Hensher is only too aware of the fact that she remains a scarcity amongst the rarefied air of UK business leadership; a woman with a responsibility for technology at a leading firm.
2. There is hope that the balance will once again shift towards women, and that hope comes in the form of social media: “Technology used to be anti-social; now it’s social,” says Hensher, referring to the increasing prevalence of collaborative technology.
3. “You need pioneers to prove that new models of working are possible,” says Hensher. “Part-time employment will not work in every job but IT should be more accommodating. Employees need to be as flexible as they can. A good working relationship can make new models work.”
4. Information is everything. It is crucial that a central core of IT experts are retained in-house to ensure that client data is secure: “We can’t afford ignorance and managing secure data is essential,” says Hensher.
5. Hensher says issues of security and mobility come together and create concerns around connectivity: “The challenge is to connect your people effectively,” she says.

To read the full article please, click here.

While I was away on paternity leave, Computer Weekly published my feature on cloud computing, security and audit trails. Here’s the intro, with a link to the full article below:

“Do you fear the auditor more or the attacker?” asks Peter Bassill, chief information security officer at gambling giant Gala Coral Group.

It is a key question for IT leaders thinking of dabbling in on-demand computing provision through the cloud. For Bassill, there is only one answer, particularly for firms operating in highly regulated sectors: “A lot of companies fear the auditor more. If you hold data internally, you can show the auditor your controls, but the cloud makes such demonstrations more difficult.”

The resulting complications mean many businesses still shy away from on-demand IT. About 40% of UK companies use cloud computing systems, according to the Information Systems Audit and Control Association. This represents a significant proportion of British organisations, but implementation levels – certainly with regards to large-scale enterprise systems – are nowhere near matching the cacophonous intensity of supplier hype.

For the full feature, click here.

I’ve just written a feature for Financial Director, which shows that cloud computing has received mixed reviews but can save the FD and CIO money:

The terminology associated with the dark art of business technology can sometimes make finance directors feel as if they are back at school. Bamboozled by a series of buzzwords developed by the technical clique, they could be forgiven for tuning out when the chief information officer (CIO) begins bending their ear.

“Never use ‘I’ in columns,” was one of the first lessons I received as a journalist. Oh, there I go – breaking the rule…

Still, my errant behaviour is a small ripple in comparison to the first-person obsession of modern journalism. The thinking behind not using ‘I’ is simple; the reader wants to read your opinions on a subject, not the story of your life. Few people are interesting enough to write in the first-person (God, yes. The Queen, maybe).

There’s another reason for not using the word ‘I’. You’re writing a column, so everyone knows it’s your opinion. In other words, you’re stating the obvious. And it’s boring.

Which makes the national media’s obsession with first-person accounts slightly baffling. The Mail, for example, presents a daily collection of extended rants – telling the reader how the journalist bravely gave up fish paste for Lent. Or something of that ilk.

No paper is immune. This weekend, The Guardian Magazine on Saturday splashed with one man’s story of why he doesn’t eat meat anymore (there was another cover story from the same author in today’s G2). I don’t eat meat either; can I have a book contract?

So, what’s to explain the rise of I-journalism (see Steve Jobs, I can be clever with ‘I’ too)? Probably a combination of factors: limited resources; the rise of celebrity culture, where every one is famous for 15 minutes; and the cult of the individual, where everyone believes they have something interesting to say – and everyone is meant to find it interesting.

Which begs one final question. Why am I writing this self-obsessed blog…?