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FBI's Technology-Averse Culture Examined by CIO Magazine
Cover Story Describes How Poor IT Strategy and Execution Can Confound a Major Organization

FRAMINGHAM, Mass., June 8 /PRNewswire/ -- The June 15 cover story of CIO magazine features a hard-hitting expose of the technology-averse culture at the Federal Bureau of Investigation (FBI), which resulted in the public failures of some well-known information technology (IT) projects, such as the virtual case file (VCF), during the past several years. The article, written by the magazine's Washington D.C. Bureau Chief, Allan Holmes, reports on such IT management failures as the FBI's cultural bias against technology, an overly secretive operating environment, and a revolving door in the chief information officer (CIO) suite.

"The FBI's new CIO must change the agency's cultural bias against information-sharing and technology before it can become a global intelligence operation truly capable of preventing crime and terrorism," Holmes says in the article.

The story features candid interviews with current and former FBI officials, including Sherry Higgins, former manager of the bureau's Trilogy project (its $600 million IT modernization project), which included the Virtual Case File. Higgins provides an insider's view into the FBI's troubled technology operations and how an IT culture more obsessed with remaining secretive than opening up communications leads to large-scale failures. "The FBI will throw good money after bad to cover up a bad decision," says Higgins.

Also interviewed is Zalmai Azmi, the current CIO of the FBI. Azmi goes on the record with CIO magazine regarding the challenges the Bureau faces in trying to create a world-class IT operation. Azmi likens his work at the FBI to "running a marathon when you're out of shape. Every mile is an uphill battle and an accomplishment at the same time. The race is painful and the 26th mile-marker far away."

The story offers CIO readers a view inside an organization struggling with defining the proper role of IT. It demonstrates how such a failure can negatively affect an organization's ability to operate effectively, and possibly reinforce any negative stereotypes regarding technology.

The complete story is currently available on the CIO magazine web site at http://www.cio.com/archive/061505/gmen.html

ABOUT CIO

Launched in 1987, CIO magazine addresses issues vital to the success of chief information officers (CIOs) worldwide. The CIO portfolio includes a companion website (http://www.cio.com/), CIO Executive Programs and the CIO Executive Council(TM). CIO properties provide technology and business leaders with analysis and insight on information technology trends and a keen understanding of IT's role in achieving business goals. The U.S. edition of the magazine and website are recipients of 140 awards to date, including two Grand Neals from the Jesse H. Neal National Business Journalism Awards and two Magazine of the Year awards from the National Society of Business Publication Editors. CIO magazine is published in more than a dozen countries, including Australia, Canada, China, France and Germany. CIO Executive Programs -- a series of face-to-face conferences including CIO Perspectives(R) and the CIO 100 Awards & Symposium(TM)-provide educational and networking opportunities for pre-qualified corporate and government leaders. The CIO Executive Council is a professional organization of CIOs created to achieve lasting change in critical industry, academic, media and governmental groups. CIO magazine, CIO.com, and CIO Executive Programs, and the CIO Executive Council are produced by International Data Group's award-winning business unit: CXO Media Inc.

CONTACT: Rick Sheehy CIO Magazine 508-988-7896 (office) 508-596-5802 (mobile) rsheehy@cxo.com

CIO

CONTACT: Rick Sheehy of CIO Magazine, +1-508-988-7896, or
+1-508-596-5802, rsheehy@cxo.com

Web site: http://www.cio.com/archive/061505/gmen.html
http://www.cio.com/

About PR Newswire
Copyright © 2007 PR Newswire. All rights reserved. Republication or redistribution of PRNewswire content is expressly prohibited without the prior written consent of PRNewswire. PRNewswire shall not be liable for any errors or delays in the content, or for any actions taken in reliance thereon.

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