Every leader who asks for headcount needs to be able to make a sound business case that ties the new headcount to executing the corporate or divisional strategy. Start by making sure you know who is making the headcount decision, and make your business case with that person in mind. Since a group of executives above your manager is likely making the call,
I was recently visiting a major university. Their IT department is in “transformation” and it’s stuck. The new director has 167 people reporting to him. He and his second in command are dumbfounded because they’ve been leading this team for over a year, and the team refuses to take on the new way of doing things. Despite formal training, team building exercises, and regular meetings to try to solve problems, the long-time employees he inherited have successfully dug in their heels and made it impossible for him to move the transformation forward.
There’s a new phenomenon happening in corporations today where family leaves are being extended. While it’s common practice in other countries to offer extended leave, U.S. companies like Netflix, Facebook, and Reddit have recently expanded their paternity/maternity leaves from 16 weeks to a year.
[Originally Published April 15, 2016 InformationWeek.com]
Mainframe systems are still the backbone of much of today's IT infrastructure. Yet, finding IT talent to maintain these systems, and the COBOL and Fortran languages that support them, is becoming increasingly difficult. Knowledge transfer expert Steve Trautman, founder of The Steve Trautman Co., offers real-world advice on how IT leaders can cultivate the talent needed to run these crucial systems.
IT executives are starting to say something out loud that everyone has known for a long time: Despite decades of IT transformation, mainframe systems are still the backbone of much of today's IT infrastructure. One obvious reason is that, in many cases, they work fine. Replacing all that horsepower could cost tens or hundreds of millions of dollars, let alone the cost of disruption to the business.
The Forbes.com headline reads, “With Staggs Out, Disney Investors Left Wondering Why Bob Iger's Succession Plan Fell Apart.” When one person can move a stock price for a company like Disney by 2% over night I call that Talent Risk. We have many clients who are struggling with this problem - key executives playing critical roles appear irreplaceable.
When assessing and managing talent risk and preparing for knowledge transfer, we work to uncover data like who’s the expert, how many employees do we have that are capable of that work, how many employees do we have that are learning that work, and whether it’s at risk. If it’s at risk, is it a high priority? The Knowledge Silo Matrix (KSM), Step One in our 3-Step Process, gives leaders a place to represent the data so that they can show it to their peers, to their employees, to their bosses.