An object lesson in transparency

usaitspendAwesome. No other word for it. I’m talking about the U.S. Government IT spending dashboard.

For sure, the dashboard is clearly in the very early stages of development and a lot of the data remains to be populated/ developed – but it is more than just a stake in the ground, it is a benchmark for the future.

Quite simply this is the global yardstick by which we can measure the transparency of Government IT spending.

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40 seconds: Out of the silo, into the silo

Picture credit: onlinewoman

There is a danger that a poorly planned migration to so-called cloud computing will simply see organizations jump from one set of information silos into another.

My favourite blood sport in recent years was to invite a well-known pioneering purveyor of hosted data services (the company name escapes me but it might rhyme with

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Book review: Burning the ships

Marshall Phelps has made billions of dollars for his employers and fundamentally changed the outlook of some very hard-faced businesses along the way. Burning The Ships describes how Phelps took the lessons he learned making a fortune for IBM and repeated the trick for Bill Gates at Microsoft.

Readers of this book get a no-holds barred perspective of Marshall’s magic – and an intriguing insight into the inner workings of the Redmond giant.

Anecdotes from within the fortress walls are always interesting but the big payoff from BurningThe Ships is a real learning opportunity for those people and organizations who want to share in the largely untapped value of their intellectual property assets. This book is a primer for better business, in any field not just technology.

According to Phelps and Kline, Forbes estimates the opportunity value of unrealised intellectual property at a trillion dollars, per annum; unrealised because many businesses have yet to work out how to really exploit their knowledge assets. Who wouldn’t want a piece of that action?

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Realising potential

Picture credit: Im your pusher

Picture credit: I'm your pusher

Walking into a new job always brings new challenges, none more so than the preconceptions of others. So here is a powerful tip for getting off to a good start.

As an interim director I have often been preconceived by my new team as the axeman, brought in to turn around their performance – by cutting costs and people.

Motivating a team with such feelings is not easy so I have developed ways of dealing with the usual ‘welcoming’ comments from concerned staff, such as “why should we bother, when you’re going to sack us all anyway?

If I get such a question, usually in a one-to-one-meeting, I simply explain that my motivation is to help people realise their potential. I always stop speaking at that point, to see how the conversation will develop.

Most people immediately recognise the ambiguity of my statement and the next few minutes of our conversation often frames the months to come.

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Seth Godin:why tribes will change the world

Video courtesy of www.ted.com

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