Author Archives: Vaughan Merlyn

Assessing and Improving your IT/IS Capabilities

Vaughan Merlyn describes an approach to assessing the ‘goodness’ of IT capabilities, both in terms of their current state and desired state. Over the past 20 years Vaughan has designed and facilitated hundreds of assessments, both as part of multi-company

Creating Organisational Clarity using a Semantic Wiki

Vaughan Merlyn discusses a new way of creating organisational clarity by using Semantic Wikis. A Semantic Wiki holds an underlying model of the knowledge described in its pages, thereby capturing the meaning of the data within the wiki. Furthermore, they

Empowering IT Organisational Performance using a Semantic Wiki

Vaughan Merlyn argues that attempts to improve collaboration and support knowledge management within IT organisations have typically met with limited success. He believes that limitations with collaboration platforms are a key factor in these disappointing results and that a ‘one-size-fits-all’

Leadership Implications of Business-IT Convergence

Vaughan Merlyn argues that the goal of IT-enabled enterprises is no longer Business-IT Alignment, but Business-IT Convergence. He not only gives an historical perspective to this argument, but discusses the implications of this trend for business and IT leaders alike.

Do You Have IT Organisational Clarity?

Clarity of organisation is particularly important for IT leaders today as IT management and operational roles are increasingly dispersing throughout the business, rather than being performed within a homogeneous IT organisation.

There are many analogies for illuminating what is meant …

Caught Between the Realities of 1.0 and 2.0

It’s always been tough being an IT leader. The ‘Career Is Over’ distortion of the CIO acronym is humorous because of the real-world challenges associated with the CIO job. I think that today is an especially challenging time for IT …

The ‘Six-Month Rule’ of Organisational Change – It’s All Personal!

It is said, “All politics is local”. Picking up on that aphorism, I think it is equally true that all change is personal.

So Much Known – So Little Followed!

There is a substantial body of research and theory about …

The Business-IT Maturity Model: Moving to the Next Level (part three)

This is the final part of a three-part series of papers on a Business-IT Maturity Model (BIMM).

Using the Business-IT Maturity Model

At its heart, the BIMM is a communications and calibration tool. For this reason, it is deliberately simple …

Using the Business-IT Maturity Model (part two)

This is the second of a three-part series of papers on a Business-IT Maturity Model (BIMM).

Figure 1 below is reproduced from Part 1 and depicts the basic three-level BIMM.

Characteristics of Level 1 Business-IT Maturity

At Level 1, …

The Business-IT Maturity Model (part one)

This is the first of a three-part series of papers on a Business-IT Maturity Model (BIMM). This BIMM was first developed in the early 1990s and has evolved based upon extensive multi-company research and application through IT management consulting engagements.…

 
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