The Internet - The first Worldwide Tool of Unification ("The End of History")

" ... Now I give you something that few think about: What do you think the Internet is all about, historically? Citizens of all the countries on Earth can talk to one another without electronic borders. The young people of those nations can all see each other, talk to each other, and express opinions. No matter what the country does to suppress it, they're doing it anyway. They are putting together a network of consciousness, of oneness, a multicultural consciousness. It's here to stay. It's part of the new energy. The young people know it and are leading the way.... "

" ... I gave you a prophecy more than 10 years ago. I told you there would come a day when everyone could talk to everyone and, therefore, there could be no conspiracy. For conspiracy depends on separation and secrecy - something hiding in the dark that only a few know about. Seen the news lately? What is happening? Could it be that there is a new paradigm happening that seems to go against history?... " Read More …. "The End of History"- Nov 20, 2010 (Kryon channelled by Lee Carroll)

"Recalibration of Free Choice"– Mar 3, 2012 (Kryon Channelling by Lee Carroll) - (Subjects: (Old) Souls, Midpoint on 21-12-2012, Shift of Human Consciousness, Black & White vs. Color, 1 - Spirituality (Religions) shifting, Loose a Pope “soon”, 2 - Humans will change react to drama, 3 - Civilizations/Population on Earth, 4 - Alternate energy sources (Geothermal, Tidal (Paddle wheels), Wind), 5 – Financials Institutes/concepts will change (Integrity – Ethical) , 6 - News/Media/TV to change, 7 – Big Pharmaceutical company will collapse “soon”, (Keep people sick), (Integrity – Ethical) 8 – Wars will be over on Earth, Global Unity, … etc.) - (Text version)

“…5 - Integrity That May Surprise…

Have you seen innovation and invention in the past decade that required thinking out of the box of an old reality? Indeed, you have. I can't tell you what's coming, because you haven't thought of it yet! But the potentials of it are looming large. Let me give you an example, Let us say that 20 years ago, you predicted that there would be something called the Internet on a device you don't really have yet using technology that you can't imagine. You will have full libraries, buildings filled with books, in your hand - a worldwide encyclopedia of everything knowable, with the ability to look it up instantly! Not only that, but that look-up service isn't going to cost a penny! You can call friends and see them on a video screen, and it won't cost a penny! No matter how long you use this service and to what depth you use it, the service itself will be free.

Now, anyone listening to you back then would perhaps have said, "Even if we can believe the technological part, which we think is impossible, everything costs something. There has to be a charge for it! Otherwise, how would they stay in business?" The answer is this: With new invention comes new paradigms of business. You don't know what you don't know, so don't decide in advance what you think is coming based on an old energy world. ..."
(Subjects: Who/What is Kryon ?, Egypt Uprising, Iran/Persia Uprising, Peace in Middle East without Israel actively involved, Muhammad, "Conceptual" Youth Revolution, "Conceptual" Managed Business, Internet, Social Media, News Media, Google, Bankers, Global Unity,..... etc.)



Etiquette mavens say the book on manners must be rewritten, literally, to take into
account new technologies and social media (AFP Photo/Ed Jones)

A 2012 survey by Intel found that in several countries, a majority said they were put
off by "oversharing" of pictures and personal information on the
internet and smartphones (AFP Photo/Nicolas Asfouri)

German anti-hate speech group counters Facebook trolls

German anti-hate speech group counters Facebook trolls
Logo No Hate Speech Movement

Honouring computing’s 1843 visionary, Lady Ada Lovelace. (Design of doodle by Kevin Laughlin)

Thursday, December 20, 2007

CIO Must Read: "Breakthrough IT"

In his new book, consultant Patrick Gray examines how to take your IT organization from a cost-centric services provider to a valuable business partner. Here's a hint: Do your homework.

John Soat, Informationweek.com, Dec 17, 2007 08:17 PM

Gray is the president and principal of the Prevoyance Group. "It means foresight in French," he says. "And there was a domain name available." His new book is "Breakthrough IT: Supercharging Organizational Value Through Technology" (John Wiley & Sons; 2007), a detailed outline, including chapter summaries and action items, of how to transition IT from a corporate utility to a strategic asset.

On the book jacket, Mark Lutchen, CIO of PricewaterhouseCoopers, describes the book this way:

  • As business changes, so, too, does the role of the CIO and the overall IT organization. In "Breakthrough IT," Patrick Gray provides a necessary road map for shifting IT from an operational entity that simply manages technology, to a powerhouse that combines strategy and technology to deliver measurable business results and long-term value.

I talked with Gray to get some insight into how he sees the role of the CIO having to change to accommodate "breakthrough IT," and what CIOs should do to accelerate that change.

The first thing, Gray says, is a mindset makeover. "The CIO has an asset no one else has: Visibility into the whole organization," he says. "The CIO has more of a vision into the organization than anybody else." Unfortunately, CIOs haven't traditionally thought of that enterprise view as something they can leverage.

In fact, the biggest obstacle to CIOs moving into positions of strategic importance is that they're used to being thought of as "operational" types -- and of thinking of themselves that way. "It's a matter of getting out of that operational mode, and of thinking of IT as a [business] tool in and of itself," Gray says.

Another factor that keeps CIOs out of the business strategy circle is that the CIO position isn't thought of as a developmental role. CIOs mostly come up through the technical ranks and that's all they really know, he says. They're not groomed to be C-suite leaders like other CXO positions. If you go to Wharton or Sloan, for instance, and talk with a hundred of their MBA types, only one or two may aspire to be a CIO. "Companies need to pitch the CIO as a valuable C-level position," he says.

So what can CIOs -- and those who aspire to be CIOs -- do to make themselves more strategic and less operational? "The biggest thing: Get out of technology for a while," he says. "Get some experience where IT is not your primary focus."

As for transitioning your IT organization from a cost-centric services provider to a business partner, the first step is getting the services piece right. And that means getting IT to a high service level, and then getting it out of the CIO's purvey. "That's something a middle manager should handle," he says. It's important to get the CIO out of the mode of constantly fighting fires. That way, the CIO can have these "Aha! moments," where he or she might see, for example, that the company is going into a new market and that the ERP system that was just put in won't accommodate that market very well, Gray says.

Another important point: CIOs need to do their homework about the companies they work for. CIOs aren't usually experts on the company's products or markets, Gray says, and they need to be in order to realize, and be able to explain, the true value of IT across the enterprise. "It's a big shift in focus," he says. The CIO needs to go "from being a pure technologist to being a student of the business."

And CIOs need to insert themselves into areas not traditionally thought of as involving IT. For example: product development. "I think there's a space in product development for IT," he says.

The main thing is for CIOs to get out of the mindset of being simply technologists and services providers, and into the mindset of being business executives and strategists, Gray says: "Then the CIO can make the argument [to upper management], 'Hey, you're spending all this money on IT. What more can we do?' "

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