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Incoming

Managing Enterprise Risk in a Risky World

October 2008
By Lt. Gen. Harry D. Raduege Jr., USAF (Ret.)

Have you ever received notification from a government or industry office that your personal information may have been compromised or lost? I have—on both counts—and it is not a comforting feeling. It also makes you immediately question the care and practices of the organizations that solicited your trust in safeguarding your private information.

The CIO Question

September 7, 2008
By H. Mosher

In this month's Incoming column, Lt. Gen. Harry D. Raduege Jr., USAF (Ret.) poses questions about the nature of CIO positions-their lack of a typical specific qualification list or consistent job description, the trend in CIOs working on management degrees, their lack of strategic decision-making authority.

Government Oversight and the CIO

September 2008
By Lt. Gen. Harry D. Raduege Jr., USAF (Ret.)

Why is the job of chief information officer, especially in the public sector, so difficult? Is it ill-defined, misunderstood, threatening or powerless? Are qualified people assigned, and are salary and compensation levels adequate? These are good questions that represent problems expressed by many chief information officers.

Incoming: The Patterns of Data Management

August 1, 2008
By H. Mosher

In this month's Incoming column, Lt. Gen. Harry D. Raduege Jr., USAF (Ret.) talks about how management of data is so important. He looks at it from the enterprise level, discussion trends in how organizations can streamline data management operations through consolidation of data centers. While the trend is interesting to discuss, it brings up another interesting point: Individuals are just as likely to need "data management" skills these days, what with the incredible amount of information that flows through their email in-boxes and feed readers. So, for discussion this month: How much is too much information, and how do you manage it all?

Patterns Emerge in Consolidating Data Centers

August 2008
By Lt. Gen. Harry D. Raduege Jr., USAF (Ret.)

“It’s all about the data” is a popular expression today. More and more, we’ve come to realize that data is the central building block for protecting, processing, sharing and storing information. And, as government and industry data owners learn to believe in these realities, they quite often decide to establish their own data centers to maintain control. On the surface, this might easily seem like the right thing to do, but it isn’t always the best course to achieve effective consolidation. Being aware of data center consolidation experience and realities can save organizations large sums of money and improve operations.

The Five Pillars of Netcentricity

July 1, 2008
By H. Mosher

In "Network Operations Mandate Critical Considerations," Lt. Gen. Harry D. Raduege Jr., USAF (Ret.) outlines and explains his "pillars of netcentricity," which are communications infrastructure; security, including privacy and cybersecurity; information management, governance, and leadership. These pillars are so important, he continues, because as organizations face the challenges of continued streamlining, as resources continue to dwindle even as security demands continue to grow. With all this in mind, what key elements for effective and efficient network operations pose the greatest challenge for defense agencies?

Network Operations Mandate Critical Considerations

July 2008
By Lt. Gen. Harry D. Raduege Jr., USAF (Ret.)

As information systems have shifted from analog to digital and to Internet protocol, network operations (NetOps) increasingly has become the all-important central element of an evolving network-centric operations (NCO) ecosystem. Today, successful NetOps enables better decision-making, improved customer support and more effective business operations. It allows information access, sharing and collaboration among network users. But effective and efficient NetOps can only be achieved through a holistic management approach. Many organizations experience problems today by not addressing each of what I call the Five Pillars of Netcentricity.

Seizing the Future

June 2, 2008
By H. Mosher

This month, Lt. Gen. Harry Raduege Jr. examines transition plans-his favorite, in particular, which is the 500-day plan. He discusses his experience using such a plan at CENTCOM and at DISA, and the benefits of doing so over, say, an 18-month plan or the "typical" five-year strategic plan favored by so many organizations. That leaves us with this month's Incoming question: What transition models are working for your agency or organization? How might the 500-day plan work for you?

Organizations Can Seize Their Futures 500 Days at a Time

June 2008
By Lt. Gen. Harry D. Raduege Jr., USAF (Ret.)

Various mechanisms exist to achieve success, but the power and benefit of 500-day plans have been proven repeatedly. Organizations can use this approach to plan and quantitatively measure the success of transformational activities even during the most dynamic of times.

A mobile and virtual work force

May 2, 2008
By H. Mosher

In this month's Incoming column, Lt. Gen. Harry Raduege Jr. notes how everyone is going mobile and virtual. He traces how DISA approached the challenges of telework beginning in 2000 in an effort to improve productivity, ease the time and money burden of travel, reduce traffic congestion and boost morale. He notes:

Fortunately, our early experiment developed over time, and DISA now has an award-winning telework program. Today, DISA employees are working from home and also are "forward-deployed" as an advanced echelon to their new headquarters location at Fort Meade, Maryland. Now, DISA employees can telework up to three days a week-60 percent of the work week-with supervisory approval.

Increasingly, DISA is viewing it as a recruitment and retention tool. In many cases, it is more important than pay. More and more, telework is becoming a negotiating chip between organizations and employees. Indeed, the mobile and virtual work force is becoming increasingly pervasive and meaningful in our daily lives.

The entire column is here, but in the meantime, a point for discussion:

What are your thoughts on the drive to create a mobile and virtual work force?

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