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
2019-09-23
69
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-savvy 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.
If a company doesn’t have enough time and money to hire executives it needs, it should______.
选项
A、achieve long-term results
B、devise a training program
C、participate in heated competition
D、call on all business leaders
答案
B
解析
推断题。第4段倒数第2句给出了此种情形下公司的解决方案,即自己培养所需人才。5至7段列举了三种方案,将此题的四个选项与其一一比对,可知只有B符合题意(设计一个培训项目),故为正确答案。
转载请注明原文地址:https://kaotiyun.com/show/YAMO777K
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
TheCommissionisexpectedtoproposeallowingpeopletochoosewhichlegaljurisdictiontheywouldcomeunder,basedontheir【L
TheNewEconomicsofMarriageVocabularyandExpressionscenterv.bankaccountcoverv.Sincefamilylifeisregarded
LifeLessonsTravelHasTaughtMeVocabularyandExpressionshustleandbustlecatalystDepravedphilosophize
ThebadeffectsoftrafficjamsincludethefollowingEXCEPT______.
LatinAmericanandChineseofficialshaveopenedtwodaysoftalksontradeandinvestment.ThefirstChina/LatinAmericaand
Accordingtothearticle,peoplenamedthisstuff"flammableice"because______
Accordingtothespeaker,whichoneiswrongaboutwildlifetrafficking?
Thereportbelievesthatsomecompaniestendtofalsifyabloodtestresult.
Oneofthemaingoalsofthetechnologyistoremovetheneedfortruckdrivers.
Overthepast50years,technologyhaschangedthefishingindustrydramatically.Today,theromantic,ruggedindividualfisherm
随机试题
比较马斯洛的需求层次理论和赫茨伯格的双因素理论,马斯洛提出的五种需求中,属于保健因素的是【】
生长素的分泌部位在
患者,女。23岁,已婚。停经80天,阴道少量出血10天,无腹痛,妇科检查子宫增大如孕40天大小,B超检查可见胎囊,未见胎心、胎动。应首选的措施是
化疗时患者的白细胞计数低于多少时,应该考虑停药()
消除不完全竞争(垄断)可利用的工具包括()。
A市B区绿杨街道办事处位于绿杨路上,办事处刘主任目睹了近期发生在绿杨路上的几起恶性交通事故。通过调研,刘主任向分管工作的张副区长汇报,建议绿杨路上禁止通行混凝土搅拌车和重型工程车。经研究,张副区长认为这一建议或可暂时缓解该路当前交通安全问题,请该办事处代区
根据物权法的规定,下列财产不得设定抵押权的是()。
A是3阶矩阵,有特征值λ1=λ2=2,对应两个线性无关的特征向量为ξ1,ξ2,ξ3=-2对应的特征向量是ξ3.(I)问ξ1﹢ξ2是否是A的特征向量?说明理由;(Ⅱ)问ξ2﹢ξ3是否是A的特征向量?说明理由;(Ⅲ)证明任意3维非零向量β都是A2的特征向
设一棵树的度为3,其中度为3、2、1的节点个数分别为4、1、3。则该棵树中的叶子节点数为()
1Cooperativecompetition.Competitivecooperation.Confused?Airlineallianceshavetravellersscratchingtheirheadsover
最新回复
(
0
)