|Using Fdisk command|
I need some assistant I'm new using the fdisk command. I would like to reformat my whole hard drive, start clean...so I can install my o/s from scratch...What steps should I follow. , once I get to the "Delete DOS PARTITION or Logical DOS Drive" which option should I choose?
Where have my folder options gone?
I used to be able to right click on my desktop and in my Windows Explorer, and I'd have an option to create new folders on the menu.
XP Home Networking
This should be easy. Especially for me, I'm a network administrator for a large company. Do MS ever make it easy?
|Designing and Deploying Human Centric Processes|
A lot of effort has been carried out in the last years to reengineer processes in order to automate all or parts of them. A great number of companies have changed their processes as a result of the introduction of new software systems, aimed to streamline the management of the back and front office.
Red Hat: Fake Emails Circulating
Red Hat posted a notice on their web site about fake emails that purport to come from them. Here is the statement in its entirety:
IBM's Business in a Box
Furthering its leadership in the blade server market, IBM has introduced a new low-cost IBM eServer BladeCenter chassis and a unique set of "business-in-a-box" solutions to help lower the cost and speed the time it takes for a small to mid-sized business to purchase, deploy, and implement BladeCenter servers in an IT infrastructure.
IT Leadership Is Not Just For CIOs Anymore
By Byron Glick
We live in interesting times. Not so long ago, we IT practitioners may as well have dressed in capes and pointy hats with stars and moons on them. What we did was a mystery to the rest of the company and had a whiff of magic. Then like a magic trick gone bad, there was a huge puff of smoke on Wall Street and voila! We were standing in our underwear for all the world to see.
Somewhere in all of that, most companies acquired chief information officers or vice presidents of IT who were charged to make IT work for the business. That brought on a period of almost parental supervision with business cases wrapped around every IT project like a 9:00 curfew and cost effectiveness shadowing every IT shop like your Aunt Gladys keeping order at school dances. What makes for interesting times is the frequency with which the guy in the tattered moon and stars cape and Aunt Gladys seem to be wrestling for control of IT.
No CIO with any sense is going to get between those two without some help. Part of the hue and cry around strategic IT is just an attempt to get that help before climbing into the ring as referee. Whether IT is strategic or just really, really important to operations is not as interesting as the impact IT has on businesses every day. You've heard it. I've heard it. Part of the reason the returning economy hasn't been matched by returning jobs is increasing productivity, built on technology foundations. That only makes Tattered Cape Guy and Aunt Gladys more obsessed with gaining the upper hand.
CIOs have to send Cape Guy and Aunt Gladys to their respective corners, or even better yet, get them working together to a common end. To achieve that end, the CIOs of the world will have to follow their IT into business and recruit the assistance of everyone they find at the point of impact. For their part, other executives have to be willing to get more involved in technology decisions, committing sufficient attention and understanding to ensure desirable outcomes for technology efforts.
Whether it's strategic or operational, technology has too much financial, business process, and cultural impact to be left to a single executive. CIOs have to lead, but the rest of the executive team can't just stand by and watch.
We've seen significant recent investments in teaching IT the ways of Business. That was a necessary beginning, but that's all it was, just a beginning. It laid the foundation, the language for an on-going discussion at all levels of the organization. Another necessary step is for the various parts of the business to take more ownership of the impacts technology will have on their work. That means getting smarter about the technology, but also sharing more broadly the deep smarts that each of us has about how we work.
Those conversations can't be all Cape Guy or Aunt Gladys. All leaders, not just the CIO have to get better at pulling Cape Guy into business value discussions and Aunt Gladys into the technology capability and constraints conversations. Leadership will have to establish the climate that expects a little less moon and stars from Cape Guy and a little more imagination and flexibility from Aunt Gladys. Then and only then will technology begin achieving it's full potential.
|About the Author:|
Byron Glick is a principal at Prairie Star Consulting, specializing in the organizational impacts of technology. Prairie Star Consulting is on the web at www.prairiestarconsulting.com."
This column was previously published on the Wisconsin Technology Network. (www.wistechnology.com)"