Sunday, June 30, 2013
Hello!
Hello to all. I arrived safely in Manila last Saturday midnight. I had productive discussions with professors of the University of California Berkeley, and hopefully, it will bring forth a long-term research engagement with them.
I also believe that you had a stimulating and engaging discussion last Wednesday with Dr. Gozun. Kindly be reminded that the online discussion is not an option, but is a requirement of the course. Each one must post every week.
Also, on Wednesday, July 3, you should be able to present to the class your project proposals for your final deliverable for the class. And of course, it should come with the written proposal.
Please inform me if you have further queries. See you all on Wednesday.
Wednesday, June 26, 2013
36 steps to success as technical lead
http://littletutorials.com/2008/07/07/success-as-technical-lead/
b. Every single member of the team must understand in depth the reason behind why the organization needs to keep abreast with technological innovation. Simply abiding by the instructions from the higher level of the authority is not enough (from step # 14).
c. “One mind” is better than “many”. A centralized mind-set is more beneficial than participative decision-making in establishing an IT framework/architecture/design (from step # 15).
d. Motivating human resources is a great deal in sustaining technological lead. The entire organization must be committed to change. A single opposing soul is a deterrent to technological success (from steps # 16 to # 26).
e. Purely delegated responsibility unsupported with formal authority will not bring the organization to successful technological leadership (from step # 27).
f. The technical leader must not accommodate top management’s suggestions in modifying IT architecture/design (from step # 28 and # 34).
According to the
article, one must combine “tech” and
“lead” talents to achieve desired results in technology leadership.
That is, in order to gain success, support coming from both the team and the
management remains fundamental. Moreover, the
author tries to resolve the seemingly undefined position of the technical leader in
an organization who happens to carry with him/her profound responsibility while
bearing almost insignificant formal authority.
The author divides the 36 steps
into 3 essential phases (e-pages):
·
“Set yourself up for success” (Steps 1 to 15)
·
“Build your relationship with the team” (Steps
16 to 26)
·
“Build your relationship with the management and business people” (Steps 27 to 36)
Extracting
insights from the article, may I invite you to enter your opinion on whether you AGREE
or DISAGREE with the following propositions? Please include your rationale (why
or why not).
a.
Only technical people can lead the organization
toward technological change (from step #3).
b. Every single member of the team must understand in depth the reason behind why the organization needs to keep abreast with technological innovation. Simply abiding by the instructions from the higher level of the authority is not enough (from step # 14).
c. “One mind” is better than “many”. A centralized mind-set is more beneficial than participative decision-making in establishing an IT framework/architecture/design (from step # 15).
d. Motivating human resources is a great deal in sustaining technological lead. The entire organization must be committed to change. A single opposing soul is a deterrent to technological success (from steps # 16 to # 26).
e. Purely delegated responsibility unsupported with formal authority will not bring the organization to successful technological leadership (from step # 27).
f. The technical leader must not accommodate top management’s suggestions in modifying IT architecture/design (from step # 28 and # 34).
Wednesday, June 19, 2013
View from Taft article on DIGITAL CITIZENSHIP
I just want to share my article on "digital citizenship" in the View from Taft column of BusinessWorld today. Enjoy reading!
We have learned from traditional management courses that a business can take the form of a sole proprietorship, a partnership, a corporation, or a cooperative. But with the pervasive influence of ICT, literature has started to cover, at the very least, the integration of digital citizenship in the strategic, financial, and operational aspects of the business. The increasing regard for ICT as an enabler of effectiveness and efficiency in a business organization explains this phenomenon.
Businesses may thus also be stereotyped as digital natives or digital immigrants. Those established after the turn of this century can be tagged as digital natives; those that have just adapted digital integration are the digital immigrants.
In its most recent study, "The Essential CIO" published in 2011, IBM determined how 3,018 chief information officers (CIO) from Japan, North America, Europe, and growth markets assessed their organizations’ competitive position. The results of this study revealed that ICT benefits businesses of today more significantly in the facets of leveraging, expanding, transforming, and pioneering. Simply put, ICT helps streamline operations for greater organizational effectiveness, stretches organizational capabilities and business-wide collaboration for wider range, transcends the usual value chain for better stakeholder relations, and delivers innovative products and services for wider market coverage. These results may not come as a surprise but have nonetheless validated several theoretical underpinnings previously confined to classroom discussions. With these findings, today’s businesses have to put a premium on these facets as mandates for their visioning.
The report also highlighted the closure of the gap between how Chief Executive Officers (CEO) and CIOs see ICT factors as significantly affecting their organizations. With respect to importance and priority, from being fifth in 2010, ICT factors became second to market factors in 2011. Both the CEOs and the CIOs agree with this prioritization. Because of this, for the next three to five years, CEOs and CIOs agree that they have to focus on insight and intelligence, client intimacy, and people skills if they want to bring their businesses to newer heights.
We must expect more innovations as ICT providers continue to increase their budgets for research and development. Every digital citizen, government, and business must lookout for better yet more economical alternatives to meet the discriminating needs of stakeholders. Yielding to technological sophistication is not enough. What will spell greater success is how well these embraced technologies fit the organization’s culture, goals, and objectives.
The realization provided by the IBM study through the identified mandates is a perfect jump-off point to direct any organization to the next steps. What will happen after will depend heavily on how the organization can balance the trade-offs between costs and benefits and between decisions made and opportunities foregone.
The digital space, as a battlefield, is fair to both digital citizens. It is anybody’s ball game. Choosing to win or lose, to lead or lag, to swim or sink has become simpler as necessary information becomes more available and accessible to anyone, anywhere, anytime. Every decision is expected to be well thought of. Eventually, we are the ultimate winners who continue reaping the limitless benefits of digitalization.
The writer is the external affairs director of the Ramon V. Del Rosario College of Business of De La Salle University. A full-time faculty member of the Accountancy Department, he specializes in Auditing and Assurance and Management of Information Technology courses. He can be reached at florenz.tugas@dlsu.edu.ph. The views expressed above are the author’s and do not necessarily reflect the official position of De La Salle University, its faculty, and its administrators.
Digital citizenship
The View From Taft
|
|
IN AN era characterized by breakthroughs and innovations in information and communication technology (ICT), there can be two types of people: the digital natives and the digital immigrants. Coined by Prensky (2001), the term "digital natives" refers to those who were born when Internet connectivity and smartphone telephony were already available. They speak the digital language of computers, online games, and wireless fidelity (Wi-Fi) access. In contrast, digital immigrants refer to the rest who, at some later point of their lives, become fascinated by and adopted the "toys" these digital natives "play" with. I would like to call these new stereotypes "digital citizens."
The View From Taft -- Denver Bingski D. Daradar: "Not a matter of risk"
The View From Taft -- Ricardo P. Laguda: "Our continuing journey and transformation"
The View From Taft -- Benel P. Lagua: "Banking for inclusive growth"
The View From Taft -- Joseph N. Pangilinan: "Winners change the world"
The View From Taft -- Brian C. Gozun: "Branding and rankings"
|
We have learned from traditional management courses that a business can take the form of a sole proprietorship, a partnership, a corporation, or a cooperative. But with the pervasive influence of ICT, literature has started to cover, at the very least, the integration of digital citizenship in the strategic, financial, and operational aspects of the business. The increasing regard for ICT as an enabler of effectiveness and efficiency in a business organization explains this phenomenon.
Businesses may thus also be stereotyped as digital natives or digital immigrants. Those established after the turn of this century can be tagged as digital natives; those that have just adapted digital integration are the digital immigrants.
In its most recent study, "The Essential CIO" published in 2011, IBM determined how 3,018 chief information officers (CIO) from Japan, North America, Europe, and growth markets assessed their organizations’ competitive position. The results of this study revealed that ICT benefits businesses of today more significantly in the facets of leveraging, expanding, transforming, and pioneering. Simply put, ICT helps streamline operations for greater organizational effectiveness, stretches organizational capabilities and business-wide collaboration for wider range, transcends the usual value chain for better stakeholder relations, and delivers innovative products and services for wider market coverage. These results may not come as a surprise but have nonetheless validated several theoretical underpinnings previously confined to classroom discussions. With these findings, today’s businesses have to put a premium on these facets as mandates for their visioning.
The report also highlighted the closure of the gap between how Chief Executive Officers (CEO) and CIOs see ICT factors as significantly affecting their organizations. With respect to importance and priority, from being fifth in 2010, ICT factors became second to market factors in 2011. Both the CEOs and the CIOs agree with this prioritization. Because of this, for the next three to five years, CEOs and CIOs agree that they have to focus on insight and intelligence, client intimacy, and people skills if they want to bring their businesses to newer heights.
We must expect more innovations as ICT providers continue to increase their budgets for research and development. Every digital citizen, government, and business must lookout for better yet more economical alternatives to meet the discriminating needs of stakeholders. Yielding to technological sophistication is not enough. What will spell greater success is how well these embraced technologies fit the organization’s culture, goals, and objectives.
The realization provided by the IBM study through the identified mandates is a perfect jump-off point to direct any organization to the next steps. What will happen after will depend heavily on how the organization can balance the trade-offs between costs and benefits and between decisions made and opportunities foregone.
The digital space, as a battlefield, is fair to both digital citizens. It is anybody’s ball game. Choosing to win or lose, to lead or lag, to swim or sink has become simpler as necessary information becomes more available and accessible to anyone, anywhere, anytime. Every decision is expected to be well thought of. Eventually, we are the ultimate winners who continue reaping the limitless benefits of digitalization.
The writer is the external affairs director of the Ramon V. Del Rosario College of Business of De La Salle University. A full-time faculty member of the Accountancy Department, he specializes in Auditing and Assurance and Management of Information Technology courses. He can be reached at florenz.tugas@dlsu.edu.ph. The views expressed above are the author’s and do not necessarily reflect the official position of De La Salle University, its faculty, and its administrators.
Monday, June 17, 2013
Technology Leadership by Jeanne Ho
Ho's literature review on technology leadership refers to leadership that is needed to effectively integrate IT in the academe. In this context, technology leadership is influencing teachers to use ICT in their instructional practices.
She cited the five common themes in effective IT integration based from the "Technology Leadership for the 21st Century Principal" by Flanagan and Jocobson (2003) and Riedl's five elements that are key to the meaningful integration of technology in both teaching and learning. Based from the two literature, she was able to identify some alignments on the elements and where the role of technology leadership can be manifested through 1) Developing a shared vision which focuses on pupil engagement and 2) Providing support for professional development and exploration of ICT.
She also mentioned two models which may facilitate school leaders in providing and evaluating technology leadership. Model A, based from a qualitative study of experiences of principals in ten ICT-enriched schools in Canada, New Zealand and United States derived eight categories of ICT leadership. Model B, a technology framework proposed by Flanagan and Jacobson, identifies the new leadership responsibilities of school principals that must be undertaken in this technology era.
While the focus on the models are on school principals, it was highlighted in the study that the concept of shared technology leadership is needed as it is too demanding for one person to single handedly perform technology leadership.
Ho's paper was prepared in 2006 and in her concluding statement, she acknowledges the need for more strategic studies on technology leadership. Her home country, Singapore, is a shining example in the East Asian region that has fully embraced ICT in all aspects of governance. ICT has greatly enhanced Singapore's competitiveness by raising productivity and transforming business processes in the education, healthcare, manufacturing, tourism and hospitality and finance sectors.
In the Philippines, it is noteworthy to share that since 2003, over 20,000 Filipino teachers have been trained under the DepEd's existing partnership with Microsoft Philippines, though their Partners-in-Learning (PIL) Program. The PIL is a global initiative of Microsoft designed for educational institutions.The Philippines is one of the first participants in the PIL, training teachers on the latest trends in education using technology and the Internet as among the first projects. (http://globalnation.inquirer.net/cebudailynews/opinion/view/20090303-192132/Microsoft-DepEd-renew-school-program).
What do you think about this government initiative? What can the government, private sector and the academe do more to advocate technology leadership in the academe?
She cited the five common themes in effective IT integration based from the "Technology Leadership for the 21st Century Principal" by Flanagan and Jocobson (2003) and Riedl's five elements that are key to the meaningful integration of technology in both teaching and learning. Based from the two literature, she was able to identify some alignments on the elements and where the role of technology leadership can be manifested through 1) Developing a shared vision which focuses on pupil engagement and 2) Providing support for professional development and exploration of ICT.
She also mentioned two models which may facilitate school leaders in providing and evaluating technology leadership. Model A, based from a qualitative study of experiences of principals in ten ICT-enriched schools in Canada, New Zealand and United States derived eight categories of ICT leadership. Model B, a technology framework proposed by Flanagan and Jacobson, identifies the new leadership responsibilities of school principals that must be undertaken in this technology era.
While the focus on the models are on school principals, it was highlighted in the study that the concept of shared technology leadership is needed as it is too demanding for one person to single handedly perform technology leadership.
Ho's paper was prepared in 2006 and in her concluding statement, she acknowledges the need for more strategic studies on technology leadership. Her home country, Singapore, is a shining example in the East Asian region that has fully embraced ICT in all aspects of governance. ICT has greatly enhanced Singapore's competitiveness by raising productivity and transforming business processes in the education, healthcare, manufacturing, tourism and hospitality and finance sectors.
In the Philippines, it is noteworthy to share that since 2003, over 20,000 Filipino teachers have been trained under the DepEd's existing partnership with Microsoft Philippines, though their Partners-in-Learning (PIL) Program. The PIL is a global initiative of Microsoft designed for educational institutions.The Philippines is one of the first participants in the PIL, training teachers on the latest trends in education using technology and the Internet as among the first projects. (http://globalnation.inquirer.net/cebudailynews/opinion/view/20090303-192132/Microsoft-DepEd-renew-school-program).
What do you think about this government initiative? What can the government, private sector and the academe do more to advocate technology leadership in the academe?
Sunday, June 9, 2013
Update 1: Changes in Schedule
An Update from Dr. Roxas:
*NO classes on June 12.
June 5-12: online discussion of global CIO
June 12-19: online discussion of technology leadership
June 19: Mr. Paul Zaldarriagga's talk
June 19-26: Mr. Zaldarriagga's talk
June 16: F2F discussion on the three things: 2 articles and 1 talk.
Thursday, June 6, 2013
IBM, The Essential CIO: Insights from the Global Chief Information Officer Study
Hi guys! You can download the material at this url:
http://www-304.ibm.com/businesscenter/cpe/download0/218842/2011mmciostudy.pdf
http://www-304.ibm.com/businesscenter/cpe/download0/218842/2011mmciostudy.pdf
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