Forbes: Cloud computing drives traditional CIO functions

Introduction: A recent article in Forbes magazine's online edition analyses the four forces that have led to a change in the Chief Information Officer (CIO) function.　　Here is the article details: In a cloud computing, distributed architecture, and a world of nowhere to move, there are four subversive forces that allow the management team to rethink the CIO's functions in order to attach strategic value to future competition. The ratio of server administrators up when the ratio of entity servers to IT administrators is 25:1, CIOs build an organizational structure that matches this reality. Personnel, training, reporting procedures, remuneration, key success factors, annual reviews, career advancement, and social norms are all centered around the 25:1 scale structure. Now, the reality of enterprise it is that this ratio has become 100:1, 500:1 or 1,000:1.　　It is rumored that Google's ratio is as high as 10,000:1. The huge increase in management strength heralds a major change in the organization Chart of the Enterprise's it.　　This change has changed the way in which people are hired, what skills they must have, how they are trained and managed, how they are evaluated and paid, how they support and interact with the business sector, and how their long-term careers are. It's a variable cost. In the early 90, the CIO's title began to grow, and the job was created because a huge allocation of funds required a competitive advantage through rapidly changing technologies.　　And the amount of money needed for these technologies is increasing in the corporate budget, so when weighing these costs, a channel to report directly to the President or CEO is needed. Cloud and next-generation it strategies have dramatically changed all this. Once-capital-spending projects have become increasingly close to operational spending, and long-term risk has been reduced.　　Therefore, the CIO's strategic value becomes more important than ever. Cloud computing improves business agility and responsiveness, and allows CIOs ' strategic value to shift from a technical role to a business role. CIOs must understand the features they support to quickly deploy these features to architectures and applications to quickly bring new ideas to market, test them, and reuse them in daily product releases.　　Competitors will do that (in many industries already). The comparison of the end-user's own purchase of the BlackBerry and the iphone suggests that the end user has the power to determine the sale of the product.　　CIOs who used to say no to new ideas based on security threats and support burdens will find themselves increasingly repelled by end users who can buy SaaS (software as a service) and IaaS (infrastructure or services) online with credit cards.　　As Vivic Kundra Vivek Kundra, a recent White House CIO, says, "the more the CIO says ' No ', the less secure his organization will be." Infrastructure becomes a commodity coping with all these changes requires a whole new process, most of which have not yet been invented. existed for 20 yearsThe long-standing client/server policy is not enough to meet new requirements for management, compliance, and security.　　The most important of these is that CIOs must work out policies for fast-growing collaboration technologies (and social media) that employees will increasingly need to do the job assigned by their CEO. These changes augur well for a new generation of CIOs who need to be able to deploy their skills. The next generation of CIOs still need to have an in-depth understanding of infrastructure and architecture, but this is far less important than ever. The future-winning CIO will assume the MBA's understanding of finance, marketing, operations, personnel, and other responsibilities. CIOs will know how to say "yes" to new services that can increase the competitiveness of their companies, while reducing risk and allowing small failures in pursuit of long-term success. (New Tie)