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Day: February 1, 2018

8 reasons good employees leave — and how you can prevent it

When good employees leave, productivity sinks, morale suffers and colleagues struggle with an increased workload until you find a replacement. Add in recruitment and training costs, and on-boarding new hires can make for a difficult and expensive transition.

A recent survey from NodeSource reveals that 37 percent of 103 organizations surveyed are worried about finding good talent, and 35 percent worry they won’t be able to build successful teams. Make no mistake, finding and retaining talent is one of the major issues IT faces today.

The best solution is to keep your workers happy so they don’t leave. But before you can implement a plan to increase employee retention, you need to determine why valuable employees are leaving. Here are the most common reasons employees jump ship to new employers.

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IDG Contributor Network: Information governance in the federal government

Several years ago, I arranged for a representative from the New York State Archives to provide training in e-mail and document retention for one of my government clients. The trainer did a fantastic job and here are a couple of takeaways she provided:

  • Never use your personal e-mail account for official business.
  • Never use your government account for personal communications.
  • Never, ever send official, intra or inter-agency business e-mail to anyone’s personal account.

This organization also used an e-mail archiving system and was preserving every single e-mail that went in or out of the organization as required by published retention and disposition schedules for different government entities in the state. In other words, hayseed county and municipal governments all over the country have processes and procedures for preserving official, digital communications whereas the federal government seems to be completely lacking in this area.

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IDG Contributor Network: Implement an agile monetization ecosystem or else

One transformational aspect of modern technology is its ability to lower the barrier to entry for launching new products and services. Individuals and companies with clever business ideas can, with proper expertise, deliver new digital services in days or weeks, whereas similar solutions in years past might have taken months or longer to develop.

This is good news for progressive companies whose core systems are flexible, scalable and complement each other well. But what about companies whose core systems lack flexibility, are incapable of growth, and siloed? Can these companies launch services fast enough to capture market share and outmaneuver their competition? Probably not.

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IDG Contributor Network: Mergers and acquisitions, digital transformation, the cloud and how to manage it all

As the global economy continues to grow with no signs of a slowdown, companies continue to roll out innovation initiatives organically, engage in mergers and acquisitions (M&A) activity, undertake corporate restructurings and acquire new technologies at an unrelenting pace. A decade after the early adapters began using it, the cloud is the underlying IT infrastructure that organizations strive to master.

Everything, it seems, is moving to the cloud. Forrester predicts that more than 50 percent of global enterprises will rely on at least one public cloud platform to drive digital transformation this year.

But many organizations will find themselves swimming upstream as they look to adapt their legacy networks and systems to cloud infrastructure. Likewise, organizational expenses for telecom management connected to cloud infrastructure will add uncertainty to the budgeting process – and stress to the CIOs and CFOs charged with implementing cost-effective digital transformation.

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IDG Contributor Network: ‘You’re fired!’ – one CIO’s strategy for greater effectiveness

A poster of Lord Alan Sugar just appeared on the wall of a CIO I know. As it does every year, in fact.

Lord Sugar is the central figure in the UK’s version of TV show “The Apprentice.” Of course, had my CIO friend worked in the U.S., then it may have been a poster of Donald Trump on that wall. In Ireland, it might have been Bill Cullen, in Brazil Roberto Justus…but the slogan on the poster would have been the same … “You’re fired!” (OK, Roberto’s would read ‘Você está demitido!’ but you get the picture).

Lord Sugar, like his global counterparts, is a very successful, (some would say) inspirational businessman but that is not the reason for the poster per se, nor is it that Lord Sugar’s fortune was largely amassed in the tech industry which would be an obvious connection between him and my CIO friend, Max. It’s the words on the poster that inspires him every January.

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