Shane Schick's Computerworld - All Comments

re: Canadian IT pros say collaboration is coming to the cloud

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re: The teletabtop: Device convergence in an era of tablets, notebooks and phones

Shane Schick — Tue, 23 Aug 2011 20:32:01 GMT

I completely forgot about the rolltop concept! Thanks for the reminder.

re: The teletabtop: Device convergence in an era of tablets, notebooks and phones

Nabil Harfoush — Mon, 22 Aug 2011 23:48:03 GMT

Shane, there is still hope you'll get a device that can do all of that and perhaps sooner than you think. Check out the YouTube link in this comment or search for "rolltop computer".

Cheers,

re: How to lose like the best of them

Shane Schick — Fri, 19 Aug 2011 00:45:14 GMT

So kind of you! Thanks so much. Really appreciated.

re: Parenthood, progressive elaboration and the potential of IT managers

récupération informatique — Fri, 05 Aug 2011 11:51:47 GMT

I really love your writing, unlike most blogs I actually learn things, find the content useful and it’s well written. 11/10 every time!

re: How to lose like the best of them

récupération informatique — Fri, 05 Aug 2011 10:09:16 GMT

Excellent post, one of the few articles I’ve read today that said something unique! One new subscriber here :)

re: Parenthood, progressive elaboration and the potential of IT managers

Ron Van Holst — Tue, 03 May 2011 23:52:05 GMT

Nice post; the family work balance subject is an important one. It's great to take time off, even if only part time to spend extra time with children when they are small - they grow up so fast!

re: Why IT help desk humour is getting stale

Mat Pancha — Wed, 04 Aug 2010 01:11:35 GMT

I admit I agree with you 99% of the time. The remaining 1% I'm afraid are the "Is it turned on?" resulting in an instant fix to a problem which aggravated someone for several minutes, up to an hour.

The CD Rom may lose its charm... but the power button won't anytime soon!

re: Email-me Elmo

Shane Schick — Fri, 16 Jul 2010 15:03:48 GMT

Yeah, or perhaps Oscar the Grouch will be spending his time refusing various invites from LinkedIn!

re: The IT business case backfire effect

Shane Schick — Fri, 16 Jul 2010 15:02:18 GMT

I tend to agree with you, but I think in most organizations you'll have a mix of people, and some of the key decision-makers may be necessary to convince to get much done. Still, I do prefer working with the kind of individual you describe. Thanks for the comment.

re: The IT business case backfire effect

Ron Van Holst — Thu, 15 Jul 2010 16:59:34 GMT

Or it could simply be old fashioned resistance to change. I find it humourous how researchers spend lots of time to re-discover an old truth and then give a new label. As for backfiring, most people will not change unless they are in a situation where the cost of not changing is high, that is why recessions are often required for organizations to change. There are folks who are always looking for the latest improvement to optimize their business, these are people who are open to change, they ahve a continuous improvement mindset, the organizations they lead will be more profitable and resilient. Maybe instead of trying to change the minds of people who want to stay where they are, we go and work the minds looking to improve.

re: Email-me Elmo

Elmo — Thu, 08 Jul 2010 21:34:41 GMT

Great article Shane I remember when we watched sesame street and no one even had a cell phone I suppose big Bird will be getting an iPad soon to check his facebook and tweets

re: The secret meaning behind Cisco's surprise Cius tablet launch

Brad Reese — Wed, 30 Jun 2010 03:55:31 GMT

Perhaps the Cius was the reason Cisco's stock price dropped -3.57% today.

Also simultaneously today, the U.S. Securities and Exchange Commission revealed in a Form 8-K filing that Cisco insiders - Randy Pond, Mark Chandler and Larry Carter were planning to sell 1,575,266 shares of Cisco stock (currently valued at $34 million).

Sincerely,

Brad Reese

re: YouTube Fridays: All geeks on the dance floor!

Me — Wed, 26 May 2010 01:02:30 GMT

They just figured out how to turn on the TV, that's all.

re: You're running an efficient IT shop. Now what?

Ron Van Holst — Tue, 25 May 2010 21:24:14 GMT

It seems to be that once you have aligned and optimized your processes, you are in a very special position. You know exactly what your processes cost, and more importantly what they generate in revenue or cost savings. This enables you to make very precise ROI calculations on investment in new technology.

As a product manager, one of the challenges is articulating a value proposition through your sales channel into the market. In some cases your product provides a solid 10% improvement. So who will buy a 10% improvement? An organization that has finely tuned and optimized processes will be able to determine immediately what the ROI is based on your pricing strategy. An organization that does not have these processes accurately costed out, will ask for a 2 to 3 times improvement in order to buy a new product, the reason stated is that it is otherwise not worth the change, but I wonder if it is often because the change cannot be measured. Products that provide a 2 to 3 times improvement are disruptive, and although they do occur in the market, products that provide marginal but measurable improvements are more readily available and usually at much lower risk to adoption.

To remain competitive, organizations will need to find disruptive breakthroughs from time to time, but they will need to employ marginal improvements on a continuous basis. Any IT shop can deploy a disruptive improvement, but the outcome is risky. Only an "efficient IT shop" will be able to make systematic and ongoing small improvements continuously enhancing the competitiveness of their enterprise.