首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
With cloud, mobility, big data and consumerization, companies are in even greater need of technology talent than they were in th
With cloud, mobility, big data and consumerization, companies are in even greater need of technology talent than they were in th
admin
2023-01-17
23
问题
With cloud, mobility, big data and consumerization, companies are in even greater need of technology talent than they were in the late 1990s, and that talent is in even shorter supply. Computer science enrollments are at an all-time low; baby-boomer workers are retiring and taking all of that legacy—systems knowledge with them; and Silicon Valley is hot again. Would that young, brilliant developer rather join the next Zynga or upgrade the payroll systems at your insurance company?
Two weeks ago, I asked the IT executive readership of my weekly newsletter, The Heller Report, to answer the question: If you had a magic wand, which one talent problem would you solve? Responses poured in and addressed challenges around recruiting, developing leaders, and retaining the talent that they currently have. But more than 70 percent of readers would use their magic wand to do only one thing: give business skills to their technologists. Their people, they worry, are so narrowly focused on the technology that they fail to see the
forest
for the trees. They do not understand the business context of their technology work, nor can they have meaningful discussions with the leaders of the business areas about their technology support.
This lack of business-sawy technology talent is a serious problem for every company that relies on technology to exist (which is, of course, every company). Those beautifully "blended executives," who can talk technology in one meeting and can talk business in another, are rare birds. Yet with technology moving directly into the revenue stream of your company, you need them, and your need is only going to increase.
One option is to spend all of your time and money on recruiting blended executives from the outside. You will be in heated competition with every other company in your market, and if your
recruiting function
is not a competitive weapon for you, you will find yourself in a losing battle. You would be much better off growing your own. Here are some ideas:
Build a rotational program. Encourage your head of human resources to work with your CIO and a few of your other business leaders to build a program that rotates IT people into different functions of the business. This kind of program is not easy, with your CIO having to survive without a trusted IT leader for a period of time, but the long-term result of a good rotational program can be tremendous. It may well be worth the investment.
Involve your business leaders. If a rotational program is too much to take on right now, build a leadership development program for IT that involves your business executives. Encourage your CIO to invite the heads of your major business units to meet regularly with the senior IT team to educate them on their business area. And be sure that you, CFO, are spending enough time with IT. Use that interaction to chip away at the long-standing wall that often exists between the business and IT.
Embed your IT people in the business. By now, your CIO should have restructured the IT organization so that each major business or functional area has a dedicated IT leader. These positions are called "business relationship executives," portfolio CIOs, or customer relationship managers, and they often report both to the CIO and to a functional or P&L leader. The more time they spend in "
the business
," the more they learn skills beyond IT, and the more valuable they become to you over time. You know you are on the right track when you walk into a business unit meeting, and from the dialogue taking place, you cannot easily distinguish the IT person from everyone else.
Companies are in greater need of technology talent NOT because of________.
选项
A、the accumulation of more data
B、the need to serve consumers
C、the rising demand for cloud computation
D、the development of medical industry
答案
D
解析
本题问哪个不是公司技术人才需求增加的原因,文中第1段第1句提到了“云、移动性、大数据和消费者化的发展”是其中的四个原因,而投有提及D项“医疗行业的发展”,故选D项。A项“数据的积累”,也就是大数据的发展,是原因之一,所以不选;B项“满足消费者的增加”,即“消费者化”,也排除;C项“云计算需求增加”,也就是文中所说的云的发展,所以C项也不符合题干要求。
转载请注明原文地址:https://kaotiyun.com/show/E3cD777K
本试题收录于:
CATTI二级笔译综合能力题库翻译专业资格(CATTI)分类
0
CATTI二级笔译综合能力
翻译专业资格(CATTI)
相关试题推荐
Scientistssentpatternsofelectricitycoursingacrosspeople’sbrains,coaxingtheirbrainstoseelettersthatweren’tthere.
AdecadeagobiologistsidentifiedaremoteprotectedareainnorthernLaos,calledNamEt-PhouLouey,asthecountry’sprobable
Thinnerisn’talwaysbetter.Anumberofstudieshave【C1】________thatnormal-weightpeopleareinfactathigherriskofsomedi
Happypeopleworkdifferently.They’remoreproductive,morecreative,andwillingtotakegreaterrisks.Andnewresearchsugge
Happypeopleworkdifferently.They’remoreproductive,morecreative,andwillingtotakegreaterrisks.Andnewresearchsugge
Readthefollowingtextandmatcheachofthenumbereditemsintheleftcolumntoitscorrespondinginformationintherightco
Readthefollowingtextandmatcheachofthenumbereditemsintheleftcolumntoitscorrespondinginformationintherightco
Bettingagainstanindustrywithaddictsforcustomerscarriesobviousrisks.【C1】________theseareuncertaintimesforBigTobac
[A]Makesuretorecover.[B]Focusonconsistency.[C]Enjoyonestyleoftraining.[D]Don’tbeafraidofintensity.[E]
"Beforetheoperation,IwouldlookatsomeoneandallIcouldseefortheirfacewasjelly,"saysJonathanWyatt."Now,Ican
随机试题
运煤栈桥安全出口的间距不应超过()m。
简述艺术品与非艺术品的联系。
对公司治理情况的分析包括()之间的关系。
中国的少数民族自治区有()个。
某贸易公司有三个销售部门,全年分别销售某种重型机械38台、49台和35台,问该公司当年销售该重型机械数量最多的月份,至少卖出了多少台?
某日,一位回族青年杨某到超市购买牛肉,当他问商场工作人员应当到哪一层楼购买牛肉时,超市工作人员称:本超市没有牛肉,只有猪肉。杨某称自己是穆斯林,只能购买牛肉。超市工作人员称:回族就更不应当忌讳了,反正都是动物的肉。杨某为此十分不满,遂与工作人员理论起来。但
It’snosecretthatthejobofapoliticalpollsterisgettingharderandhardereveryelectioncycle.Peoplearecuttingthela
下面属于白盒测试方法的是
ここは禁煙ですから、たばこを()。
Readthefollowingpassageandanswerquestions9-18.1.Peoplehavebeenpaintingpicturesforatleast30,000years.Theearli
最新回复
(
0
)