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	<title>Comments on: Rethinking IT As An Enabler, Not A Blocker</title>
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	<link>http://diversity.net.nz/rethinking-it-as-an-enabler-not-a-blocker-2/2012/10/08/</link>
	<description>Thoughts on the Future of Business and User-Centered Technology</description>
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		<title>By: BMC Launches MyIT – Bridging the IT/Business Divide &#124; Padroni.net</title>
		<link>http://diversity.net.nz/rethinking-it-as-an-enabler-not-a-blocker-2/2012/10/08/comment-page-1/#comment-137136</link>
		<dc:creator>BMC Launches MyIT – Bridging the IT/Business Divide &#124; Padroni.net</dc:creator>
		<pubDate>Sun, 04 Nov 2012 06:55:17 +0000</pubDate>
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		<description><![CDATA[[...] divide that exists within an organization between IT and business units. It’s a topic I’ve opined upon before – but it’s worth repeating the rift that exists [...]]]></description>
		<content:encoded><![CDATA[<p>[...] divide that exists within an organization between IT and business units. It’s a topic I’ve opined upon before – but it’s worth repeating the rift that exists [...]</p>
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		<title>By: Andy Pattinson</title>
		<link>http://diversity.net.nz/rethinking-it-as-an-enabler-not-a-blocker-2/2012/10/08/comment-page-1/#comment-135050</link>
		<dc:creator>Andy Pattinson</dc:creator>
		<pubDate>Fri, 12 Oct 2012 19:39:02 +0000</pubDate>
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		<description><![CDATA[A broad generalisation but IT will struggle to become an enabler until it becomes standard practice to effectively coach IT leaders on an on going basis.

In my experience its common for IT leadership to be too comfortable with the status quo, with little inclination or willingness to change and grow.

The IT department becoming an enabler starts at the top, the great IT leaders know this and are coached, mentored and work well with outside influence, they are all to rare!]]></description>
		<content:encoded><![CDATA[<p>A broad generalisation but IT will struggle to become an enabler until it becomes standard practice to effectively coach IT leaders on an on going basis.</p>
<p>In my experience its common for IT leadership to be too comfortable with the status quo, with little inclination or willingness to change and grow.</p>
<p>The IT department becoming an enabler starts at the top, the great IT leaders know this and are coached, mentored and work well with outside influence, they are all to rare!</p>
]]></content:encoded>
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		<title>By: Jos</title>
		<link>http://diversity.net.nz/rethinking-it-as-an-enabler-not-a-blocker-2/2012/10/08/comment-page-1/#comment-134821</link>
		<dc:creator>Jos</dc:creator>
		<pubDate>Tue, 09 Oct 2012 15:35:18 +0000</pubDate>
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		<description><![CDATA[Part of the issue is procurement, and the fact IT expediture is not being related to business happiness.

The same business that beats IT up over response times and availabilitiy, whines about cost development and puts IT in the driver seat for security.

If the business would actually take responsibility, IT can just focus on the execution. Making it easier for everyone.]]></description>
		<content:encoded><![CDATA[<p>Part of the issue is procurement, and the fact IT expediture is not being related to business happiness.</p>
<p>The same business that beats IT up over response times and availabilitiy, whines about cost development and puts IT in the driver seat for security.</p>
<p>If the business would actually take responsibility, IT can just focus on the execution. Making it easier for everyone.</p>
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