One of the most common questions I hear from Credit Union CEOs is, “How do I know if my IT staff is doing a good job. How do I measure the team’s leadership or the staff’s effectiveness?” I have probably been asked this at least 100 times in the past five years. In general, it is quite difficult to:A) Find good IT talent B) Understand what the IT team is doing C) Align IT with business goals D) Ensure that IT is meeting said goals Why is this so difficult? Well, IT, especially Credit Union IT, is hideously complex. Credit Union technology professionals often spend 85-90% of their time (or more) on basic blocking and tackling and are generally just trying to keep the lights on. The IT team commonly faces many challenges:Managing disparate technologyManaging old technologyManaging cutting edge technology Dealing with perceived vs. real IT Regulatory risk And the IT team must somehow manage all of these challenges and still try and make the technology look like Amazon. Often times, the IT team’s objectives and the Credit Union’s objectives are not aligned. So even if you have confidence and trust in your IT team, the IT team may speak a different language and have very different motivations. In my experience, there are roughly nine or ten different ways to solve every IT problem. This is, of course, a gross generalization, but I do believe it works out to about that many. Three of these ways are good solutions, three are okay solutions, and three are downright bad. The bad solutions are usually the short cuts and Band-Aids that occur when the IT person gets boxed in. Hard short deadlines often result in the IT person sacrificing long term stability, supportability, and/or capabilities to meet a short term objective. I personally like to mitigate this issue by choosing to focus on identifying the three good strategies first, and then allowing the IT Team to pick between those. That way, the IT team has a say in the methodology and process and they are choosing between more ideal solutions at the start.But how do you know if your Credit Union technologist is doing a good job? The answer is actually very simple. If every time the business owners ask your IT professional for something new or a change and the IT professional explains the nine steps that must be done before they can deliver, then you have a problem. If there are more than five steps, then you have a situation where lots of short cuts, skipped procedures, cheap solutions and/or short-sighted choices have been made. If there are one or two steps, then your technology strategy, platform, budget to capability alignment and efficacy are probably pretty good. So, keeping all of the above in mind, go back and ask yourself this: How many things did my IT team have to fix in order to give my members the experience I wanted the last five or ten requests? Did they have to rework a whole host of things or make a few simple tweaks? Answering that simple question will help you gauge the effectiveness of your IT staff. 14SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Kirk Drake Kirk Drake is founder and CEO of Ongoing Operations, LLC, a rapidly growing CUSO that provides complete business continuity and technology solutions. With its recent acquisition of Cloudworks, Ongoing Operations … Web: www.ongoingoperations.com Details
Canada-based Northland Power has signed a Memorandum of Understanding with South Korean KEPCO E&C to jointly work on supporting the development of the offshore wind industry in Korea.Source: KEPCO E&CUnder the agreement, Northland Power and KEPCO E&C plan to participate in local offshore wind projects and in those overseas, as well as invest in and develop floating offshore wind projects.The two companies will cooperate in the long-term through the exchange of offshore wind-related information and data, licensing and technical support, and the joint development of projects.According to KEPCO E&C, its wind farm design experience and technical expertise will generate great synergy with Northland Power’s experience in investment, development, construction and operation of offshore wind projects.South Korea has a target of having 20% of electricity produced by renewable energy by 2030. This corresponds to an expansion of renewables of 48.7GW, including 16.5GW in wind energy.The country’s President Moon recently announced a 4GW solar-offshore wind complex that will be built at the center of the Saemangeum reclaimed land area in Gunsan, which is expected to comprise a 3GW floating solar farm combined with a 1GW offshore wind farm.
Press Association “I described it to our staff that we are a 135-year-old club and that’s what you have to remember. We are a football club, a club with a capital C. “Strapped to that is a commercial business that’s going to fund a lot of the player purchases going forward here and we have to be supportive of both. “We’ve got to make sure they co-exist together but don’t impact each other and that’s where we are trying to balance it.” After replacing David Gill in the chief executive role at the beginning of the month, Woodward is on a steep learning curve. He is leading the attempt to sign Cesc Fabregas from Barcelona, whilst he might also be bracing himself for a transfer request from Wayne Rooney, who is said to be unmoved over his desire to complete the transfer of the summer by joining Chelsea. Initially appointed by the Glazer family to expand their commercial operation, Woodward works closely with the much-derided American family, whom he insists have no intention of selling the club despite reports of interest from Qatar. “They are long-term owners,” said Woodward. “They first bought the club eight years ago and there won’t be any change for many, many years.” Manchester United’s executive vice-chairman Ed Woodward is considering whether to re-introduce the words ‘football club’ to the Red Devils’ badge. The words were controversially removed in 1998 following an image change, irritating many supporters. Now Woodward, who returned early for United’s pre-season tour on “urgent transfer business” has been consulting with the Glazer family about reversing that move. Speaking to Sunday newspapers, Woodward said: “I didn’t like that change of badge. (Joint-chairman) Joel (Glazer) didn’t like that change. We will look at that and have a think about that. We are a football club, not a business.