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A Canadian tribute to Apple's Steve Jobs

A place for Canadians to share their memories, well wishes and other reactions to the passing of an IT industry...

CIO Canada's Brainstorm Centre

A place for IT professionals to collaboratively explore concepts, ideas and definitions that will lead to successful...

CWC In Conversation

Potential guests and topics for ComputerWorld Canada In Conversation

IT job Descriptions

A collection of technology job descriptions and what they actually mean.
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A Canadian tribute to Apple's Steve Jobs

Steve Jobs challenged everyone -- his staff, his customers and his competitors -- to settle for nothing but the best in terms of technology and usability. He not only helped usher in some amazing products; he created services like iTunes that changed entire industries, and always with the end user's interests at the forefont. In fact, you could say that he thought like a customer better than almost any vendor CEO before him. No wonder the reaction to his passing has been so heartfelt, so personal, by so many. RIP Steve.
 
-Shane Schick, Editor-in-Chief, IT World Canada
 

I'll remember Steve Jobs most not for the products developed under his watch, but for his marketing genius in creating and defining new categories and proceeding to dominate them, leaving a trail of destruction in his wake as a stodgy industry tried, often in vain, to catch up. He didn't invent the portable MP3 player, or the tablet computer, or the smartphone. But he made them cool, and easy to use. And he forced everyone to reconsider what each of those categories were really about.

Ironically, his impact was probably most felt in a market he never devoted much energy to: the enterprise. We hear so much about the consumerization of IT trend these days; well, I'd argue Jobs was the Grandfather of consumerization. From the first graphical GUIs, to the Tangerine iMacs and the easy to use iPhones and iPads, Jobs challenged the perception IT needs to be stodgy, gray and boring. Consumers have learned the lesson, and now they're dragging enterprise IT along with them. And other vendors are jumping onboard.

Jobs made IT a little more interesting and, as someone who has covered this field for over a decade, trust me, that was a needed good thing.

-Jeff Jedras, Assistant Editor, Computer Dealer News

 
Mr. Jobs:
You made the personal computer a household appliance.
You changed forever the way media is consumed.
You created a whole new model for application development and distribution.
You pretty much invented the notion of a technological ecosystem.
You reinvigorated moribund technologies.
Your products have become synonymous with "digital music player," "smart phone" and "tablet."
You were a genius and a visionary.
Thank you.
 
- Dave Webb, Editor, IT World Canada


I cannot stand Apple's "walled garden" approach to its products, but that doesn't mean I won't give credit to its leader.

Steve Jobs should certainly go down in history as one of the greatest marketers of our time. The company capitalized on the explosion of interest in MP3s following Napster to create the most successful digital music store, improved upon the BlackBerry in a big way with the iPhone and has created an entirely new computing form factor with the iPad.

While all of these services have or will be improved upon in the future, no one can deny that Jobs helped bring these products to the masses. He understood the big picture: Users want simple, easy-to-use devices that look nice.

- Rafael Ruffolo, Senior Writer, ComputerWorld Canada
 
I heard the news of Steve Jobs' passing from my friend, who read it off the screen of his iPhone. At the time, I was listening to a podcast on my iPad. It's just one reminder of how this man's technology vision has changed our lives and the world we live in. Everyone seems fascinated by Steve Jobs' life - it was even a topic of discussion at my family's Thanksgiving dinner table. From the man who dropped out of college to take calligraphy classes to the adventure seeker that converted to Buddhism  and experimented with psychedelic drugs, Apple's chairman was truly one-of-a-kind. Perhaps people feel such sentiment for him because he helped us all connect with technology in a more intuitive way.
 
- Brian Jackson, Associate Editor, ITBusiness.ca
Revision #12 Posted to A Canadian tribute to Apple's Steve Jobs by Brian Jackson on Tue, Oct 11 2011
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The ideal CIO mission statement is . . .

Mission statements help define an organization's direction and inspire employees to achieve corporate goals. Unfortunately, countless mission statements are meaningless, forgettable and totally ineffective. Many are merely an uninspiring collection of buzzwords. For advice on crafting a mission statement, click here.

Read the mission statement below and, if you’re not already a subscriber, register with us for free to edit it with your additions, corrections or other suggestions. These pages will be monitored for abuse.  

The mission of the Information and Systems Division is to provide ICT services that empower the enterprise's strategic vision, to lead the enterprise through the adoption and optimization of technology solutions for business programs, and to guide and develop IT staff so they can meet their goals, deliver measurable results, and enhance the company’s position in Canada and global markets.

Revision #8 Posted to CIO Canada's Brainstorm Centre by Jeff on Wed, Aug 24 2011
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IT Steering Committee?

I have been with the same company for about 20 years and been through multiple versions and iterations of IT Steering Committees. It seems that we have never been successful in finding something that truly works. I actually now question if it is even necessary. Thoughts or comments? Anyone had success in this area and see the benefit of a well formed committee?
Revision #1 Posted to CIO Canada's Brainstorm Centre by TED MAULUCCI on Tue, Aug 9 2011
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CIOs can increase innovation in their organization by . . .

Help boost creative thinking and trigger enterprise breakthroughs. If you're not already a member of IT World Canada, register for free and update this page with your additions, corrections and other suggestions. These pages will be monitored for abuse.

CIOs can increase innovation in their organization by . . .

Reaching out to business innovators and create zones that provide an environment for rapid innovation. Getting their input and providing services and advice that help them pursue their ideas will ensure that you are brought into the loop when new opportunities surface. Also consider opening up centralized vendor sourcing so all business and IT leaders have access to an agile method for quickly sourcing and assembling new technologies into innovative business solutions.

IT leaders should also embrace new governance approaches that empower the business by providing guardrails and education, reserving strict control for only the most critical technology assets. Guardrails will ensure that systems can intercommunicate, data can be protected and recovered, and business processes can be restored if a disaster occurs. But for these guidelines to be successful, they must be anchored by an understanding of the business intent, not a purely IT-centric view of governance.

Most important, leadership teams must adopt an iterative approach to developing integrated business-technology strategies that assumes change and focuses relentless innovation on the core business competencies that will sustain their competitive advantage over the long term.


In a top-notch IT group, innovation includes initiatives that may seem mundane but that make the business operate faster, better and at a lower cost by doing something differently.

CIOs and other IT leaders must be able to quickly assess which disruptive technologies show promise for their organizations.

Leading organizations will reinvest in research budgets and internal processes that inform, disseminate and prepare their organization for an increasing pace in technology adoption.

IT leaders must identify where these technologies can create differentiation through new business models, grow profit and deliver money-saving market efficiencies.

-- Original page content developed from IDG Newswire

Revision #3 Posted to CIO Canada's Brainstorm Centre by Kevin Pashuk on Tue, Jun 14 2011
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Enterprise architecture is important to CIOs because . . .

Help create a better understanding of how enterprise architecture can help Canadian organizations develop what they need from both the IT department and the rest of the business to be successful. If you're not already a member of IT World Canada, register for free and update this page with your additions, corrections and other suggestions. These pages will be monitored for abuse.

Enterprise architecture is important to CIOs because . . . 

When IT people imagine an enterprise architect (EA), they picture a technology expert who can write code and spends his or her time deep in projects. The building architect creates a vision and turns it into reality, while the EA fills a role closer to that of an engineer, whose principal job is to ensure things are built to according to plan, rather than to create that plan in the first place.

Of all the IT positions, the head of enterprise architecture is by far the most difficult to recruit for. The right candidate needs to have some expertise in every layer of the technology stack, a keen understanding of the business, the ability to manage a matrixed (and peevish) group of siloed technologists, and the je ne sais quoi to sell concepts like service-oriented architecture to uninterested business executives. If there is one position that truly embodies the CIO paradox, it is this one.

Enterprise architects need to be strategic but not esoteric and have great interpersonal skills. The business has limited tolerance for expensive senior executives who appear to do little more than produce a written treatise on development standards. When times are tough, enterprise architecture is often the first to go.


Over the next 5 to 10 years, the business-focused aspect of the architecture function will become embedded in business areas, while the technology-oriented pieces will stay with IT. And while the IT-resident role will still be called "IT architecture," the business-embedded role will take on a new title: planning and innovation management.

Good architects realize that they need to provide incremental project-based business value, not focus solely on a technology destination somewhere out on the horizon. The EA role has already come a long way from its roots in engineering. Soon, across a broad swath of business, the EA profession will enjoy all the visionary status implied by the title "architect."--original page content adapted from IDG Newswire

 
 
Revision #5 Posted to CIO Canada's Brainstorm Centre by Jeff on Tue, Jun 14 2011
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