iPhone und iPad für alle

I’ve found that the trick to setting consumer-tech policies, especially in the healthcare industry, is to understand why people are asking for these devices. That is, instead of saying, "Do not use this type of mobile phone," or, "Don’t use this social media tool," you should be asking, "How can we make that work and still meet the goals behind the existing usage policies, such as protecting confidential patient data?" For example, once we addressed data protection, texting went from being a concern to a productivity tool overnight. When it came to the iPhoneiPhone, we embraced it as a standard the week after it was introduced. More than 50 percent of our staff started to use the device to access corporate e-mail and applications. Alles zu iPhone auf CIO.de

I believe that all IT leaders must own consumer technology innovation and adoption. If we don’t, someone else in the organization will look to own it. I do encounter internal resistance to consumer technology from the more traditional thinkers within my IT team. My message to them is that their role in the business is to drive technology innovation. I also struggle with being agile enough to react to the consumer-tech-release road map. My traditional vendors, such as DellDell (DELL), follow a standard time line. I know their products and road map for the next few years and can plan accordingly. In contrast, AppleApple is very secretive. We may be interested in their next consumer product, but we don’t even know what it is. I look for staff with skill sets that can adapt quickly to this new world and make it work for Cedars Sinai. Alles zu Apple auf CIO.de Alles zu Dell auf CIO.de

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