INFORMATION Consider a Fractional IT Director By Peter Storer (pictured), Managing Director of Nottingham-based Green Giant Consulting.
As all organisations grow the reliance on Information Technology (IT) grows with it, especially in terms of increased end-user expectations and the required technical expertise necessary to provide forward- looking, innovative solutions. Therefore, organisations will
need an experienced and proactive IT leader to drive growth and ensure innovation occurs at the right pace. For smaller organisations it is not possible, or cost effective, to have a full- time IT Director and this is where a Fractional IT Director can help. A Fractional IT Director
provides an experienced, impartial IT strategist to ensure your business IT requirements are fully met in the most practical and cost-effective way. This is achieved for an agreed amount of time for as long you want, minimising risk to your organisation. Some of the services a Fractional IT Director can offer are:
STRATEGIC VISION REVIEW They will take a truly independent and pragmatic look at where you
recommendations for a ‘partner’ to help meet future needs.
Bring cohesion to your team
‘A Fractional IT Director will make sure your suppliers are providing you with the services you need as your company grows’
are with your IT and business strategy, aligned to where you want to be in the future. An IT roadmap will be produced ensuring the appropriate level of technology and business processes are employed to get you there.
IT CONSULTANCY Based on the growth path and the IT roadmap, the Fractional IT Director will source the right, scalable solution for your changing
IT requirements as your company grows - including improved systems and software to make your business more efficient.
SUPPLIER REVIEWS A Fractional IT Director will make sure your suppliers are providing you with the services you need as your company grows, and still offering value for money. If not, they will look into the market for you and put forward
Do you have diversity and inclusion fatigue?
By Marsha Ramroop (pictured), Founder of Unheard Voice Consultancy and one of only a few Cultural Intelligence Quotient practitioners in the UK.
It’s Diversity and Inclusion. Again… It’s a concern for people like me,
to see the eye-rolling, “I know all about it” looks on people’s faces when Diversity & Inclusion (D&I) is mentioned. Worse still, to actually hear it. But when I read articles, like Diversity fatigue is real: Atlassian’s State of Diversity Report 2018, I properly start to worry. D&I is everyone’s responsibility,
not just for D&I leads and HR departments to “sort out”. Inclusion is a culture, and culture is created, led and role-modelled by everyone, especially those at the top. So, how do we address this
fatigue? The fatigue will come from not being able to see any action,
not knowing how to take action, or being overwhelmed by the number of issues. I’ll start with the last in
this list. There’s no getting away from it, D&I is a major societal matter. Minority groups of all description are not treated equitably, fairly or equally, despite legislation, so, to properly tackle it in the workplace will require time, effort and resource. If you or your
company/organisation has invested in Unconscious Bias (UB) awareness training as your means
to bring about change in your workplace, this isn’t going to address everything - as awareness of UB does not bring about change. You can’t do anything to change your bias; UB is a human biological need, it’s not designed to be changed. It’s
processes that must change for
organisations and individuals to move from
being aware they need to be alert to bias, to actually taking action. How can we become more
inclusive if UB training isn’t the answer?
The clearest, most measurable,
way of moving people from the awareness that they need to be better at inclusion to taking action on it, is through the academically- robust process of the Cultural Intelligence Quotient (CQ). A CQ survey measures drive to
be better at inclusion, the knowledge needed, the strategy planning and the action outcomes. With an assessment and numbers to work on to improve, individuals can pinpoint the areas letting them down and take that initiative. Being able to be clear helps fight
that fatigue, because people and organisations can then make proper progress, and that is always energising to see and be part of.
business network October 2018 71
TEAM GAPS AND STRUCTURE A Fractional IT Director can bring cohesion within your current team through strong leadership and direction. They can advise on the right structure and required skills now and in the future in line with the company vision and strategy. Key team members can be mentored to develop their leadership and strategic skills, so they feel part of the growth journey.
PROJECT, PROGRAMME AND PORTFOLIO MANAGEMENT A growing number of organisations need a full project management service to help them review, monitor and control internal projects. A Fractional IT Director can implement the appropriate level of project governance, such as setting up a Project Management Office, ensuring quality assurance and bringing projects back on track if they are not delivering. With the Fractional IT Director
service, you will not need to bring in contract or interim resources, only paying for what you need, when you need it, making it a more cost-effective option.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84
