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Step into their shoes. On the basis of our analysis of more than 100 recruiting methods and interviews with more than 50 top recruiters, we have identified several best practices in the search for scarce digital resources. Most important of these, we believe, is understanding how digital employees think. Although the 20 digital profiles we found in our research represent very different backgrounds and skill sets—from experienced coders with a classic IT background to Generation Y and Z self-taught entrepreneurs, freelancers, and conventional top-university neophytes—they seem to share a digital mindset.
Furthermore, with the rate of change in technology also increasing, three- to five-year roadmaps – while offering visibility of priorities, investment needs, etc – can also be limiting if they are adhered to rigidly. In addition, long-term technology plans run the risk of diverging from the actual business needs, which inevitably change and evolve over time. This can lead to the growth of shadow IT as other functions try to fill the gap between what the technology strategy is delivering and what the organisation actually needs.
Creative will continue to incubate the latest research in areas such as big data, geospatial science, development operations, education and civic technology through its programs. This includes home growing technologies such as CreativeMapperTM and CreativeU TM — a web and mobile platform for capacity building and training — that will reach more people directly and in places where in-person training is not an option.
The agile technology strategy requires a collaborative and interactive approach with IT personnel working alongside staff from other areas of the business during every step of the process. Architecture has a key role to play in this approach, as it is assumed that the organisation’s current architecture is already documented and maintained as changes are made, and that architectural principles and standards are established and are used to guide decisions made about technology initiatives. It is also recommended that, as a background activity, the IT function develops and maintains a number of potential target architectural models or scenarios that are consistent with the organisation’s strategy and the technology vision but which also recognise that business needs and priorities may change.