Conference 7.286::digital

	The first thing a CIO might do is turn off all the NOTES servers until 
someone could "standardize" how NOTES are used!  ( not totally :>) )

>someone could "standardize" how NOTES are used!  ( not totally :>) )

        Dont' be too sure 8^)

    Re .0
    
    Sure, let's get another six figure salary up in the puzzle palace
    to decree the wrath of "fat in the field" that much more.  
    
    His claim to fame will probably be chargeback (via payroll deduction)
    for computer resources consumed by employees using notes.
    
    A disgruntled re-tooled fieldnoid
    

    Re: .3
    
    Please don't even suggest chargeback.  If any of the budget buster
    accounting types in corporate ever learn how to user notes, they are
    liable to read your (intentionally and obviously absurd to us field
    people) statement, and implement it.

    That would do to internal communication what cutting car plan A
    is going to do for tranportation!

    Another happy free-noter,
    
    Doug

    Is this what you mean by a CIO?
    

                   I N T E R O F F I C E   M E M O R A N D U M

                                         Date:      26-Aug-1988 01:40pm EDT
                                         From:      Bel Cross 
                                                    CROSS.BEL AT A1 AT CORMTS AT CORE 
                                         Dept:      
                                         Tel No:    273-3464

TO: Distribution
    Enter SH (Show Message Status) to see distribution list

Subject: CORPORATE INFORMATION SERVICES


    As a result of the recent decision by Win Hindle and John Sims to 
    consolidate all Information Systems Resources supporting their 
    respective organizations, it is my pleasure to announce the appointment 
    of Mike Connor to the role of Manager, Corporate Information Services.
    
    In this capacity, Mike will be responsible for providing the focal 
    point for Information Systems Resources supporting Corporate Operations 
    and Strategic Resources, including his current responsibility of 
    Information Security.  Mike will be working with the DIS Headquarters 
    Management to identify the operational activities that will become part 
    of Corporate Information Services.  Mike will also begin the process of 
    understanding what efforts are required to support our Information 
    Services Tool development activities.  Mike will continue to be a 
    member of the DIS Management Committee, and will report directly to me.
    
    Mike joined Digital in July 1981, and until 1984, was the Manager of 
    Corporate Finance and Administration Information Services.  Between 
    1984 and 1988, he was the Manager of U. S. Operations.  Mike has 
    recently had the responsibility for the Information Security Program.
    
    Prior to joining Digital, Mike was General Manager of the Commercial 
    Systems Division, Softech Inc. and has had a variety of Software 
    Engineering responsibilities supporting commercial applications for 
    Fortune 100 customers.
    
    Please join me in congratulating Mike on his new assignment, wishing 
    him continued success and giving him our full support.





                   I N T E R O F F I C E   M E M O R A N D U M

                                         Date:      12-Aug-1988 09:52am EDT
                                         From:      Win Hindle 
                                                    HINDLE.WIN AT A1 AT CORMTS AT CORE 
                                         Dept:      
                                         Tel No:    223-2338

TO: Distribution
    Enter SH (Show Message Status) to see distribution list

Subject: CORPORATE OPERATIONS AND STRATEGIC RESOURCES


*****************************************************************
*        THIS MESSAGE IS FROM WIN HINDLE AND JOHN SIMS          *
*****************************************************************
    

We have asked Bel Cross to consolidate all Information Systems 
Resources into a single organization for Corporate Operations and 
Strategic Resources.  By taking advantage of a single focus and 
having more coordination in corporate activities we will have a 
more efficient and responsive Information Systems support.  
Included will be the operational/tactical work that is presently 
being done at DIS Headquarters. 

Where there is a significant dependency on I.S. it may be 
appropriate to continue to have a specialty I.S. group.  We are 
particularly looking for improved productivity in operations and 
systems development. 






    

The 1 August 1988 issue of Datamation has a cover story on CIOs.
Relatively few large companies have a position titled CIO, though most 
companies observe the function in some way or another.

But other replies have raised the issue of what is "information."
Most CIO/MIS situations connote financial information.  I've never 
seen references to engineering or manufacturing design information
expressly included.  Documentation, user pubs, and the like are separate
as well.  Since we do have NOTES and lots of on-line documentation,
would one assume that a CIO would have oversight of such "information?"

The fact that our Digital Information Systems function reports to Personnel 
at the highest level is ludicrous...  one could make a good case that it
should be the other way around. 

Information management, security, integration and standardization should 
not be such a mixed bag within a $11B company.  

The key word this year seems to be "Enterprise".   Does Digital's MIS 
strategy represent "Enterprise computing"?  How do we sell enterprise 
computing when we can't even do it ourselves?  We should make every 
effort to become THE flagship enterprise computing environment with 
consistency and integration of information across all organizations and
areas.  

The first step (which I doubt will ever be taken) is to eliminate all
dependence on third party software which is in direct competition with
Digital products.   

< Note 602.7 by MISVAX::ROSS "Just call me 'Pops'" >


<The fact that our Digital Information Systems function reports to Personnel 
<at the highest level is ludicrous...  one could make a good case that it
<should be the other way around. 


	Looking at an Org chart, Bel Cross reports direct to Hindle, and 
Conner will report to Cross.  That doesn't sound like a Personnel slot to me.

	Conner may have some dotted line to Sims, however.

	I find it more encouraging that DIS is NOT under Finance and Admin. as 
it is in a lot of our customers' shops.  It is one level away from KO!

    Bell Cross reports to John Sims, the latest org chart in the orange
    book (Jan 1988) shows it that way. Sims is a direct reporty to Ken and
    a member of the Executive Committee. His title is VP of
    Personnel/Strategic Resources.

	OOPS!  Didn't read the fine print on my 4th level copy - 1986!

	Thanks for the update.

	At least we think our people are "Strategic Resources"!

    Using competition's systems is not a bad idea, we could call it
    competitive analysis and help avoid group-think.
    
    /s/ Jim Williams

Re .5 
>>     		< Note 602.5 by SCOPE::CODY "Walls of Silence" >
>>                                -< We have one >-

	The two memos posted in .5 indicate that Mike Connor
	is the IS Manager for Sims (Strategic Resources) and 
	Hindle (Corporate Operations).  Sims' world includes
	line responsibility for the Personnel organization 
	and the DIS Headquarters organization, for instance.
	So Mike will be the line manager for all the IS folks
	in those two organizations.  It doesn't make him
	manager of DT, for instance, nor of the DIS Architecture
	group.  

	It seems that Mike will continue to be a fairly
	high-level line IS manager, but he won't be the CIO
	for the corporation.  His boss, Bel Cross could 
	arguably fit that title. (And, arguably not.)

	And even if there was one CIO, there would also be 
	120,000 "assistant" information officers.

    Re .7:
    
    >The first step (which I doubt will ever be taken) is to eliminate all
    >dependence on third party software which is in direct competition with
    >Digital products.
    
    It would be wise to ensure that we can get the hardware to run the
    software first.
    
    Pat
    

    "Why doesn't Digital have a Chief Information Officer?"
    
    Why should we when we don't have a Chief Operating Officer?
    Or a Chief Executive Officer?
    Or even a Chairman?
    
    It's just not DIGITAL's style to give out exhalted titles, or
    exclusionary charters.

       RE: .14
       
       	Agreed. And besides, Engineering would just go "Yea, right..."
       and Manufacturing would never get the message.. 
       
       	It'll never happen in DEC..
       	
       							mike@Cannes

>< Note 602.14 by HUMAN::CONKLIN "Peter Conklin" >
>                              -< Why should we? >-
>
>    "Why doesn't Digital have a Chief Information Officer?"
>    
>    Why should we when we don't have a Chief Operating Officer?
>    Or a Chief Executive Officer?
>    Or even a Chairman?
>    
>    It's just not DIGITAL's style to give out exhalted titles, or
>    exclusionary charters.
 
	The title is not the issue.  The function is the issue. 

	Digital does not practice what it tries to sell in terms
	of "enterprise computing" when it comes to information 
	systems.   We have no standardization of tools or applications
	across the DIS community.  We have (what seems to be) a too
	strong reliance on externally developed database products 
	and application development tools (1032, FOCUS, Powerhouse, etc.)
	that are directly in competition with Digital's own engineered
	products.  We have a large number of redundant applications 
	being developed by each MIS group, sometimes within the same
	building, because there are no Digital-approved versions.

	If no one is responsible for resolving these issues, they
	will never be resolved.    

        Perhaps some of the feedback on the failings of DIS to implement
        an "enterprise computing" vision should be placed into the
        DIS Vision Quest conference at IAMOK::VISION_QUEST.
        
        Tom

RE: .16, 17

	DIS is aware of "enterprise computing", and is doing something about 
it.  In fact, the current DART program that is being used to leverage us into 
the glass-house accounts came from our internal DIS experiences.