Archive for the ‘growth’ Category

Has The Glory Gone Out Of Working In IT?

Monday, September 28th, 2009
Has IT Finished Growing So Fast?   (c) - 2007

Has IT Finished Growing So Fast? (c) - 2007

Why did you decide to go to work in the IT field? I can really only speak for myself, but there was a bit of glamour to the IT field when I entered it. Everything seemed to be so shiny and new and change was happening so fast that you just knew that this was going to be “the place” to be in order to have a great career. Is that still true or has something fundamental changed about our profession?

What Tom Siebel Thinks About IT Today

Randall Stross over at the New York Times ran across a speech that Tom Siebel (founded Siebel Systems, made Billions of $) gave to some Stanford engineering students about the current state of the IT industry.

Basically Tom said that he feels that IT has become a mature industry. He expects that going forward it will be growing at a rate that is no faster than the overall economy. What he was really saying is that he thinks that IT’s glory days are behind it. In fact, he thinks that the party was over as of about 2000.

What Happened To IT?

Siebel has gone back and run the IT industry growth numbers. It is his belief that there were about 20 years from 1980 to 2000 in which the IT industry experienced runaway growth rates that averaged out to about 17%.

Why has it all stopped? Siebel believes that we’ve accomplished what we set out to do: “the promise of the post-industrial world has been realized.”

Furthermore, Tom believes that what remains to be done really is not all that exciting(!)

Re-Looking At The Numbers

Stross reached out to Dr. Shane Greenstein at Northwestern University and asked him to relook at the IDC numbers. Good news for all of us working in IT, Dr. Greenstein has drawn some different conclusions about where IT stands than Siebel did.

It turns out that if you take a close look at IDC’s annual IT spending estimates, they show that there was a 11.6% spending rate from 1980 – 2000 instead of 17%. I’m not sure if this information is going to make you happy, but it does point out that Siebel’s numbers were just a bit off.

What was even more interesting about this second pass at crunching the IT growth numbers is that it turns out that the most golden years of IT were in the 1960′s. The reason that this was the best period of grow was because it was when the use of mainframe computers spread widely.  Way back in the years from 1961 to 1971 the compounded annual growth rate was 35.7%. That’s why IBM got to be so big!

Final Thoughts

Look, IT is (still) a great field to be working in. Yeah,  yeah if you look at certain reports it can look like the growth rate of the IT field is starting to go down. However, you need to remember something very important: declining growth rates over time are to be expected – it doesn’t take many sales to show huge percentage gains when the base is small.

I don’t know about you, but I’m going to take comfort in the fact that when the economy recovers, there is no dearth of unfinished projects for IT. Now that’s going generate some serious growth in the IT field!

CIOs who believe that IT’s glory days are still ahead of it and who don’t get held back by reports of declining IT industry growth numbers will continue to look for ways to apply IT to enable the rest of the company to grow quicker, move faster, and do more.

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What We’ll Be Talking About Next Time

Too little time, too much to do. Does that adequately describe your CIO job? I don’t know about you, but often is the time that I’ve looked with envy at my peers who are great multitaskers and wished that I could be more like them. It turns out that I was wishing for the wrong thing – multitaskers actually do a lousy job at just about everything.

IT Driving Lessons: How To Avoid A Stall

Saturday, August 9th, 2008

Just like for airplanes, stalls can be deadly for a company

Once upon a time in my career I had a chance to work on a fighter jet program. Talk about your ultimate IT project! During this time I learned a great deal about planes and how they work. I finally realized why during airshows a stunt airplane will often start going very fast and then pull up into a straight vertical climb – it turns out that this is very hard to do. If the pilot can’t keep the plane going fast enough, then what you’ll see is the plane start to shudder, come to a complete stop, and then the nose will pull to one side and the plane will start to hurtle towards the ground. This is all great stuff for an airshow; however, it can be disastrous for a company.

A revenue growth stall can cause even the strongest, most high flying company to come crashing down. A perfect example of this is the jeans company Levi Strauss & Company. Back in 1996 business was going gang-busters. Their sales had just popped over $7B and things were looking great. Then it stalled. By 2000 sales were only at $4.6B (down by 35%).

Not to pick on Levis Strauss. The same stall has hit Apple, Caterpillar, 3M, Toys “R” US, etc. Why should we care if we don’t work for these companies? Ultimately IT needs to be the lookout that is in the crow’s nest of the company and is able to detect a stall before it overtakes the company. If we are unable to do this critical job, then there is a good chance that we’ll have confirmed that IT just doesn’t matter any more.

Why are stalls so deadly to a company? Since things are going so very well just before a stall hits, many companies, just like an airplane in an air show, are actually accelerating as they enter a stall because all of the metrics that they normally use to tell them how things are going are telling them to spend, spend, spend. Senior management often never sees the stall coming.

How bad is a stall? Some very smart guys over at the Corporate Executive Board (Matthew Olson, Derek van Bever, and Seth Verry) have done some research and what they’ve uncovered is that companies lose about 74% of their market capitalization (measured against the S&P 500) in the 10 years after the stall. Of course, the CEO and his/her senior team are replaced (hear that CIOs?).

Why do companies stall? If stalls were unavoidable then there would be little for CIOs to do except to prepare defensive strategies. Research has shown that most stalls are a direct result of choices that a firm’s senior management makes about either strategy or the design of the organization. What is even more damning is that 50% of the identified root causes fall into one of 4 categories:

  1. Being held captive by a premium position.
  2. A failure in the management of innovation within the company
  3. Abandoning a core market or product too early.
  4. Talent Management failures.

What’s a CIO to do? We’ll take a look at each of these four root causes and provide some suggestions on how the CIO and the IT department can make sure that the firm doesn’t get stuck in a stall that all to quickly turns into a death spiral.

Have you every worked at a company where things switched from being great to being horrible overnight? Why did this happen? Did your IT department play a role in causing the problem or did they help the company restart its engine? Leave a comment and let me know.

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