http://www.castlepointe.com/ Tue, 28 Feb 2012 01:35:24 GMT FeedCreator 1.8.0-dev (info@mypapit.net) http://feedproxy.google.com/~r/ITTransformation/~3/hjhKadW7v0I/Finding-the-Value-in-Service-Management.html <p>I was sitting in a meeting the other day and the dreaded question came up. "How do I justify the investment in Service Management to the customer?" the IT executive asked.</p> <p>It is a fair question. It is a question that makes sense. There is only one problem - it is the wrong question.</p> <h4><strong>THE CUSTOMER PERSPECTIVE OF SERVICE MANAGEMENT</strong></h4> <p>We in the Service Management industry have made a big deal about putting our services in the context of business value. That is the right thing to do, but it is misaligned when we discuss the value of Service Management. Here is the cold, hard truth about Service Management: it has no value in-and-of itself. The value is only realized through the delivery of better services to our customers. <p><a href="http://www.castlepointe.com/20110906474/Driving-Business-Value/Finding-the-Value-in-Service-Management.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/hjhKadW7v0I" height="1" width="1"/> Tue, 06 Sep 2011 08:00:00 GMT http://www.castlepointe.com/20110906474/Driving-Business-Value/Finding-the-Value-in-Service-Management.html http://www.castlepointe.com/20110906474/Driving-Business-Value/Finding-the-Value-in-Service-Management.html http://feedproxy.google.com/~r/ITTransformation/~3/bcF-yaY8DnY/Communications-Building-and-Maintaining-Effective-Business-Relationships.html <p>The phrase "What we've got here is (a) failure to communicate" is a famous line we've all quoted at one time or another from the 1967 film Cool Hand Luke. Similar to the film, it's not that communications are not taking place between IT and the business; it's just that they're ineffective or unproductive. Let's face it, sometimes we're literally thrown into an IT/business relationship with no history, faced to come up with a quick solution and expected to deliver results that show value to our customers.</p> <p>One proven method used to assist with this issue is that of the liaison position between IT and the business. Within this article we will address the why and how this position can help restore relationships between IT and the business, tear down the silos between internal IT departments and influence business-to-business relationships by leveraging common technologies. <p><a href="http://www.castlepointe.com/20110728472/Driving-Business-Value/Communications-Building-and-Maintaining-Effective-Business-Relationships.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/bcF-yaY8DnY" height="1" width="1"/> Thu, 28 Jul 2011 19:08:20 GMT http://www.castlepointe.com/20110728472/Driving-Business-Value/Communications-Building-and-Maintaining-Effective-Business-Relationships.html http://www.castlepointe.com/20110728472/Driving-Business-Value/Communications-Building-and-Maintaining-Effective-Business-Relationships.html http://feedproxy.google.com/~r/ITTransformation/~3/f2WZH3SeBFE/Creating-a-Service-Portfolio-Through-Marketing-and-Customer-Segments.html <p>When I was about six years old, I returned from a trip to the beach with a bag full of beautiful sea shells. So I did what most normal six year olds do - I set up a "store" to sell them. (You did that, right?)</p> <p>I got up early the next morning, pulled out a little fold-up table and set it up on the sidewalk in front of my house. I neatly arranged all of the shells in the perfect way to highlight their natural beauty. And I priced them accordingly. I then got dressed up in my "Sunday best" to ready for a busy day of selling.</p> <p>The fact that I lived on a 6 house cul-de-sac at the end of a housing development - the kind of place where you only drove by if you got lost - didn't quite factor into my six year-old mind. So I sat there, all dressed up, with a bunch of beautiful sea shells and waited. And waited. And waited. <p><a href="http://www.castlepointe.com/20110709470/IT-Strategy-and-Innovation/Creating-a-Service-Portfolio-Through-Marketing-and-Customer-Segments.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/f2WZH3SeBFE" height="1" width="1"/> Sat, 09 Jul 2011 00:57:12 GMT http://www.castlepointe.com/20110709470/IT-Strategy-and-Innovation/Creating-a-Service-Portfolio-Through-Marketing-and-Customer-Segments.html http://www.castlepointe.com/20110709470/IT-Strategy-and-Innovation/Creating-a-Service-Portfolio-Through-Marketing-and-Customer-Segments.html http://feedproxy.google.com/~r/ITTransformation/~3/6oC0jZRw1TI/On-Demand-Webinar-The-Power-of-Positive-Project-Teams.html <h3>The Power of Positive Project Teams</h3> <p>While traditional performance management practices focus on fixing individual and team weaknesses, this presentation explores strengths-based strategies for increasing team performance, team member fulfillment and overall project results.</p> <p>The most successful project managers know how to build and maintain an environment in which people, teams, and projects flourish. Having strong project management processes in place is not enough. In today's fast-paced, complex and chaotic business environment, strong teamwork and collaboration can mean the difference between project failure and success.</p> <p><a href="http://www.castlepointe.com/20110630465/Managing-and-Leading-IT-Organizations/On-Demand-Webinar-The-Power-of-Positive-Project-Teams.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/6oC0jZRw1TI" height="1" width="1"/> Thu, 30 Jun 2011 08:00:00 GMT http://www.castlepointe.com/20110630465/Managing-and-Leading-IT-Organizations/On-Demand-Webinar-The-Power-of-Positive-Project-Teams.html http://www.castlepointe.com/20110630465/Managing-and-Leading-IT-Organizations/On-Demand-Webinar-The-Power-of-Positive-Project-Teams.html http://feedproxy.google.com/~r/ITTransformation/~3/a0pau81jRFY/Are-You-Leveraging-Your-Vendors-for-Innovation.html <h4><span style="font-size: 10pt;"><strong>FOSTERING YOUR INNOVATION WITH YOUR VENDORS AND BUSINESS TEAMS </strong></span></h4> <p><span style="font-size: 10pt;">Your company may be giving IT vendors more help with their innovation than your own innovation. Don't just give away great ideas. Work with your vendors to not only implement innovation in their products and services, leverage your strategic vendors to help your company's innovation and improve the value of IT to your business.</span></p> <p><span style="font-size: 10pt;">A few months ago I shared some thoughts about recognizing innovation within your IT organization. The basic suggestion in <a href="http://www.castlepointe.com/20110225432/IT-Strategy-and-Innovation/Innovation-and-the-Service-Oriented-Organization-SOO-Business-Value-Through-IT-Innovation-Is-it-right-under-your-nose.html" target="_blank">that article</a> was to leverage your IT teams service management and program management practices to identify and measure innovation that might otherwise be missed. I somewhat jokingly suggested that IT leaders need to "<a href="http://www.castlepointe.com/20110225432/IT-Strategy-and-Innovation/Innovation-and-the-Service-Oriented-Organization-SOO-Business-Value-Through-IT-Innovation-Is-it-right-under-your-nose.html" target="_blank">look under their own noses</a>" and apply practices for real time and retrospective recognition of innovation. This article offers a few suggestions about supplier relationships that many IT organizations do not sufficiently leverage for innovation. <p><a href="http://www.castlepointe.com/20110621463/IT-Strategy-and-Innovation/Are-You-Leveraging-Your-Vendors-for-Innovation.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/a0pau81jRFY" height="1" width="1"/> Tue, 21 Jun 2011 08:00:00 GMT http://www.castlepointe.com/20110621463/IT-Strategy-and-Innovation/Are-You-Leveraging-Your-Vendors-for-Innovation.html http://www.castlepointe.com/20110621463/IT-Strategy-and-Innovation/Are-You-Leveraging-Your-Vendors-for-Innovation.html http://feedproxy.google.com/~r/ITTransformation/~3/g5O462LJY2M/Operational-Stability-Helping-Good-Operational-Teams-Become-Great.html <p>In the article, <a target="_blank" title="title" teams="Teams" href="http://www.castlepointe.com/20110113390/Operational-Efficiency-and-Effectiveness/Cultural-Diversity-Building-Teams-for-Success.html"><em>"Building Teams for Success,"</em></a> we discussed how building an IT team may not be easy, but it <em>can</em> be fun. Whether developed from the ground or inherited, we know we have good operational teams in many of our IT organizations. Teams that are culturally diverse, motivated to be successful and possess the right character traits to support our customers. Some of us are even privileged enough to have a few stars that, if given the opportunity, can shine brightly for the organization.</p> <p>So the challenge is not necessarily our people, but the environment around them: the constant fire fighting, the need to react on unforeseen customer and regulatory demands, and the lack of automated or presence of broken processes that we just don’t have time to fix.&nbsp; These factors, coupled with the silos that exist between The Business and IT Organization, and even within our own IT organizations, make it nearly impossible for us (or our customers) to consider ourselves ”great”.</p> <p>So how do we address this challenge? Let's discuss how, by empowering people with decision making influence and with the proper training, processes and tools, we can turn a good team into a great team. <p><a href="http://www.castlepointe.com/20110510459/Operational-Efficiency-and-Effectiveness/Operational-Stability-Helping-Good-Operational-Teams-Become-Great.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/g5O462LJY2M" height="1" width="1"/> Tue, 10 May 2011 19:55:40 GMT http://www.castlepointe.com/20110510459/Operational-Efficiency-and-Effectiveness/Operational-Stability-Helping-Good-Operational-Teams-Become-Great.html http://www.castlepointe.com/20110510459/Operational-Efficiency-and-Effectiveness/Operational-Stability-Helping-Good-Operational-Teams-Become-Great.html http://feedproxy.google.com/~r/ITTransformation/~3/qM7mQfHXX-g/Catching-Up-Don-t-Compete-With-the-Cloud.-Be-the-Cloud.html <h4><span style="text-decoration: underline;">Managing an Ecosystem of Cloud Services</span></h4> <p>Cloud services are now so mature and well adopted that <em>surely</em> it is time to start discussions and make plans about how to manage and tune the cloud services that your company may have purchased.&nbsp;</p> <p>If that sounded a bit sarcastic and presumptive, well, it was meant to be. I am willing to bet, however, that most organizations that are pursuing and/or already using some form of cloud services do not have sufficient mechanisms and metrics in place to manage the cloud services they are contracting. Some IT organizations view cloud services as a threat to their survival and are working hard to "catch up" with cloud offerings so that their internal services can compete with those offerings. I believe it is safe to say that no one cloud service offering, no matter how you define cloud services, will satisfy all the IT needs of a business. The more likely scenario will be heterogeneous blends of cloud offerings. These clouds will be public, private, and hybrids in between that may vary across teams within business units, as well as business processes spanning business units and supply chains. This is the existing and evolving world of cloud services.</p> <p>Business teams and leaders in larger enterprises are increasingly looking at cloud services. Often, without their IT support teams. There are plenty of reasons why this is happening. The following story represents one example. See if this sounds familiar. <p><a href="http://www.castlepointe.com/20110422447/IT-Strategy-and-Innovation/Catching-Up-Don-t-Compete-With-the-Cloud.-Be-the-Cloud.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/qM7mQfHXX-g" height="1" width="1"/> Fri, 22 Apr 2011 22:09:24 GMT http://www.castlepointe.com/20110422447/IT-Strategy-and-Innovation/Catching-Up-Don-t-Compete-With-the-Cloud.-Be-the-Cloud.html http://www.castlepointe.com/20110422447/IT-Strategy-and-Innovation/Catching-Up-Don-t-Compete-With-the-Cloud.-Be-the-Cloud.html http://feedproxy.google.com/~r/ITTransformation/~3/Jid-Z8xUUdY/Why-IT-Transformations-Fail-On-Demand-Webinar.html <p><strong><span style="font-size: 12pt;">Simple Concepts to Help Ensure Successful Transformation</span></strong></p> <p>The reasons why IT transformations fail are as numerous as grains of sand on the beach. This webinar will not only discuss some of the more common reasons why IT transformations fail, such as lack of shared vision, passive resistance due to poor communication, or a misunderstanding regarding how metrics should be used, but will also provide some guidance on how to avoid the major pitfalls.</p> <p><a href="http://www.castlepointe.com/20110418445/Transformation-Execution/Why-IT-Transformations-Fail-On-Demand-Webinar.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/Jid-Z8xUUdY" height="1" width="1"/> Mon, 18 Apr 2011 08:00:00 GMT http://www.castlepointe.com/20110418445/Transformation-Execution/Why-IT-Transformations-Fail-On-Demand-Webinar.html http://www.castlepointe.com/20110418445/Transformation-Execution/Why-IT-Transformations-Fail-On-Demand-Webinar.html http://feedproxy.google.com/~r/ITTransformation/~3/joxTdOZk1Ac/CastlePointe-to-Participate-as-Event-Sponsor-in-New-Jersey-Society-for-Information-Management-annual-CIO-Technology-Exchange-Charity-Golf-Outing.html <h4><span style="font-size: 12pt;"><strong><em><span style="font-size: 10pt;"><span style="font-size: 8pt;">CastlePointe to participate as Event Sponsor in New Jersey Society for Information Management annual CIO Technology Exchange &amp; Charity Golf Outing</span></span></em></strong></span></h4> <p><span style="font-size: 10pt;"><span style="font-size: 10pt;"><span style="font-size: 8pt;">Newport Beach, CA, April 1, 2011 -- Please join us at Neshanic Valley Golf Course where CastlePointe will participate as an event sponsor for the New Jersey Chapter of the Society for Information Management (NJ SIM) annual CIO Technology Exchange &amp; Charity Golf Outing.</span></span></span></p> <p><span style="font-size: small;"><span style="font-size: 10pt;"><span style="font-size: 8pt;"> </span></span></span></p> <p><span style="font-size: 10pt;"><span style="font-size: 8pt;"> </span></span></p> <span style="font-size: 8pt;"> <p><a href="http://www.castlepointe.com/20110331444/News-Room/CastlePointe-to-Participate-as-Event-Sponsor-in-New-Jersey-Society-for-Information-Management-annual-CIO-Technology-Exchange-Charity-Golf-Outing.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/joxTdOZk1Ac" height="1" width="1"/> Thu, 31 Mar 2011 08:00:00 GMT http://www.castlepointe.com/20110331444/News-Room/CastlePointe-to-Participate-as-Event-Sponsor-in-New-Jersey-Society-for-Information-Management-annual-CIO-Technology-Exchange-Charity-Golf-Outing.html http://www.castlepointe.com/20110331444/News-Room/CastlePointe-to-Participate-as-Event-Sponsor-in-New-Jersey-Society-for-Information-Management-annual-CIO-Technology-Exchange-Charity-Golf-Outing.html http://feedproxy.google.com/~r/ITTransformation/~3/fDyNj8fluhk/Creating-Business-Value-Through-Your-IT-Culture.html <p>How IT creates business value is typically viewed as a one dimensional process. Take the business benefit created by a technology-driven initiative, subtract the cost of delivering that benefit and, voila, you have value. ITIL v3 expanded this a bit further by expressing value as a function of Utility and Warranty divided by Cost. Essentially, it stated that business benefit is derived from the ability of the service to meet business needs and IT's ability to effectively deliver that service.</p> <p>There is a lot of truth to these representations of how IT delivers value. They are critical for IT organizations to understand because, frankly, most IT organizations have never thought in terms of value to the business.</p> <p>We often tell our clients that if what the IT organization is doing does not provide business value, they should not be doing it. Again, this is a principle that is grounded in a deep-rooted need to reorient the way IT looks at how it delivers services. IT leaders need to do everything possible to make their organizations understand that they have customers and that they provide services to those customers. Without this fundamental understanding, any other effort to improve IT will be dead-on-arrival. <p><a href="http://www.castlepointe.com/20110321442/Driving-Business-Value/Creating-Business-Value-Through-Your-IT-Culture.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/fDyNj8fluhk" height="1" width="1"/> Mon, 21 Mar 2011 08:00:00 GMT http://www.castlepointe.com/20110321442/Driving-Business-Value/Creating-Business-Value-Through-Your-IT-Culture.html http://www.castlepointe.com/20110321442/Driving-Business-Value/Creating-Business-Value-Through-Your-IT-Culture.html http://feedproxy.google.com/~r/ITTransformation/~3/epFu8PB_U5E/On-Demand-Webinar-IT-Service-Value-Management™-A-Methodology-for-Optimizing-the-Business-Value-of-ITSM-Investments.html <p>Successful IT Service Management initiatives must deliver business benefit. This requires a direct linkage from the service or service improvement program to high value business services. ITSM program failure is less often a result of technical hurdles, than a result of failing to correctly identify services or service improvements that are important to business stakeholders and their concerns, or failing to identify justifiable service levels. These are essential prerequisites to successful Service Portfolio Management and Business Service Management.</p> <p>IT Service Value Management™ (IT-SVM) is a four step methodology which joins essential elements of key frameworks and best practices such as ITIL®, NGOSS®, TQM, CRAMM®, PMBOK®, CMMI®, SERVQUAL/RATER, Six Sigma, and more, into a simple and actionable model. Based on a repeatable methodology, and culminating with Service Value Modeling, IT-SVM offers a practical and rational approach to targeted service improvements, optimization of scarce resources, and the clear communication of business value.</p> <p><a href="http://www.castlepointe.com/20110311437/Driving-Business-Value/On-Demand-Webinar-IT-Service-Value-Management™-A-Methodology-for-Optimizing-the-Business-Value-of-ITSM-Investments.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/epFu8PB_U5E" height="1" width="1"/> Fri, 11 Mar 2011 08:00:00 GMT http://www.castlepointe.com/20110311437/Driving-Business-Value/On-Demand-Webinar-IT-Service-Value-Management™-A-Methodology-for-Optimizing-the-Business-Value-of-ITSM-Investments.html http://www.castlepointe.com/20110311437/Driving-Business-Value/On-Demand-Webinar-IT-Service-Value-Management™-A-Methodology-for-Optimizing-the-Business-Value-of-ITSM-Investments.html http://feedproxy.google.com/~r/ITTransformation/~3/VcTetDaA7bI/Using-Social-Network-Marketing-In-An-IT-Transformation.html <div> <p>Social Networking has always existed in different forms. In the distant past, people communicated face-to-face or wrote letters to each other. With the advent of the electronics age, social networking took different forms: phone calls, emails,&nbsp;texting, IM, etc. So what will be the next evolution in Social Networking? The introduction of&nbsp;Facebook&nbsp;changed the way we communicate from a one-on-one to a one-to-many, and the use of Twitter has pushed this even further. People now have the ability to "follow" specific people or discussions. Now when one person states their opinion, it is heard by hundreds, thousands or even millions. I read somewhere that Brittany Spears has more Twitter followers than a half a dozen countries in Europe have people. (Makes you stop and think about some of the implications of having that many "followers".) <p><a href="http://www.castlepointe.com/20110303434/IT-Strategy-and-Innovation/Using-Social-Network-Marketing-In-An-IT-Transformation.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/VcTetDaA7bI" height="1" width="1"/> Thu, 03 Mar 2011 08:00:00 GMT http://www.castlepointe.com/20110303434/IT-Strategy-and-Innovation/Using-Social-Network-Marketing-In-An-IT-Transformation.html http://www.castlepointe.com/20110303434/IT-Strategy-and-Innovation/Using-Social-Network-Marketing-In-An-IT-Transformation.html http://feedproxy.google.com/~r/ITTransformation/~3/8kktIWLPmcU/Innovation-and-the-Service-Oriented-Organization-SOO-Business-Value-Through-IT-Innovation-Is-it-right-under-your-nose.html <p><span style="font-size: 14px; font-weight: normal;"><span style="font-size: 10pt;">Innovation is still key to a company having a competitive edge. It is my observation that there are still many Information Technology (IT) organizations challenged to figure out how they can be innovative or how they can contribute to a company's innovation. IT Service Management can and should be leveraged to help support your innovation objectives for IT. A Service Oriented Organization (SOO) is one that has embodied the concept of running IT as a business, leveraging service management practices across the complete portfolio of a company's IT services. You can incorporate innovation in an evolutionary way to complement your existing service management practices.</span></span></p> <p><span style="font-size: small;"><span style="font-size: 10pt;">While I am a proponent of business driven and revenue generating, client driven strategy and innovation, this article will be limited to discussing what I will call an introspective view of IT embracing innovation. The intent here is to share some thoughts on incorporating innovation program features into the constructs of your existing IT service management disciplines. The motivation to write this article came from recent observations where IT organizations have been missing innovations that their teams have already put into place, as well as missing their teams' ideas and opportunities for innovation. Hence, the question above, is innovation right under your nose? Looking for what may be under your nose may mean that you and your organization need to look at things differently, with a new "lens" if you will a lens that can be <p><a href="http://www.castlepointe.com/20110225432/IT-Strategy-and-Innovation/Innovation-and-the-Service-Oriented-Organization-SOO-Business-Value-Through-IT-Innovation-Is-it-right-under-your-nose.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/8kktIWLPmcU" height="1" width="1"/> Fri, 25 Feb 2011 08:00:00 GMT http://www.castlepointe.com/20110225432/IT-Strategy-and-Innovation/Innovation-and-the-Service-Oriented-Organization-SOO-Business-Value-Through-IT-Innovation-Is-it-right-under-your-nose.html http://www.castlepointe.com/20110225432/IT-Strategy-and-Innovation/Innovation-and-the-Service-Oriented-Organization-SOO-Business-Value-Through-IT-Innovation-Is-it-right-under-your-nose.html http://feedproxy.google.com/~r/ITTransformation/~3/z8G2pmcJTkE/Why-Process-Fails-IT-During-a-Crisis-And-What-You-Can-Do-About-It.html <p><span style="font-size: small;"><span style="font-size: 10pt;">Technology is a critical component in any business. During any crisis, if the IT organization is unable to respond, it will put the entire enterprise at risk. Yet, during a crisis, the thing that often inhibits an IT organization from responding effectively is the very thing that is supposed to save it – a reliance on disciplined processes.</span></span></p> <p><a href="http://www.castlepointe.com/20110210397/Operational-Efficiency-and-Effectiveness/Why-Process-Fails-IT-During-a-Crisis-And-What-You-Can-Do-About-It.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/z8G2pmcJTkE" height="1" width="1"/> Thu, 10 Feb 2011 08:00:00 GMT http://www.castlepointe.com/20110210397/Operational-Efficiency-and-Effectiveness/Why-Process-Fails-IT-During-a-Crisis-And-What-You-Can-Do-About-It.html http://www.castlepointe.com/20110210397/Operational-Efficiency-and-Effectiveness/Why-Process-Fails-IT-During-a-Crisis-And-What-You-Can-Do-About-It.html http://feedproxy.google.com/~r/ITTransformation/~3/HEJiZsOunfY/What-Does-IT-Transformation-Mean-to-You.html <p><span style="font-size: 10pt;">When talking with people over the past few years, I have discovered that the term "IT Transformation" means very different things to different people. So I thought I would try to provide a common understanding of what is really meant by "IT Transformation".</span></p> <p><span style="font-size: small;"><span style="font-size: 10pt;">When I first heard the term "IT Transformation", I had visions of a fleet of eighteen-wheelers converging on a data center and unloading tons of state of the art equipment. But in thinking about it, how is this really a Transformation? OK, the new equipment runs faster, has more memory, more storage, takes less power, more fault tolerant, etc. But, what has really changed in how we are delivering service to the IT customer? Let's take the example of driving to work every day. We will take your car and replace the engine with a new hybrid; the transmission with a 5-speed; the suspension for a smoother ride; run-flat tires to prevent outages; ergonomic seats; etc. But what has really changed about your drive? You still drive the car the same way; take the same roads; take the same amount of time. Your company sees you arriving at the same time and does not notice any difference. Fundamentally, nothing about the drive has really changed. <p><a href="http://www.castlepointe.com/20110126394/Driving-Business-Value/What-Does-IT-Transformation-Mean-to-You.html">Read more...</a></p><img src="http://feeds.feedburner.com/~r/ITTransformation/~4/HEJiZsOunfY" height="1" width="1"/> Wed, 26 Jan 2011 19:28:33 GMT http://www.castlepointe.com/20110126394/Driving-Business-Value/What-Does-IT-Transformation-Mean-to-You.html http://www.castlepointe.com/20110126394/Driving-Business-Value/What-Does-IT-Transformation-Mean-to-You.html