I have found that IT people sometimes [fail to manage] conflicting signals from different parts of the company - from different division heads or different executive vice presidents, or even from the CEO himself, who may call and ask about a specific project. That suddenly becomes the project that's really hot, because the CEO has called and asked about it, and wants some information on it.
But one of blogger Rob Enderle's four rules for CIOs is, "Employees at any level who say 'no' too often are replaced." So doing so gets really tricky. My colleague Ann All wrote about some advice from midmarket CIOs on handling that.
In a CIO2CEO post at Datamation, however, writer John D. Hughes makes the case that IT should be doing less work, but higher-value work. It's all about setting priorities, he says.
It's kind of like being "in the clutch" when you're driving a standard shift car. When you want to go faster, you push in the clutch and then shift into higher gear. For a brief second or two the car hesitates, it slows down.
It's the same with organizations. ... You must slow down to go faster.
He offers these tips to make that happen: