Hello,
DEVOPS, Friends and family, the latest management failures at USPTO CIO. This article is going to cover how the USPTO CIO duped his leaders, unethically hired several employees and is being praised by CIO community but has not actually delivered any major applications. If you’re receiving this then you have the power to correct 10 years of CIO insanity. Have you noticed how poor the leadership in the OCIO has become and how overall system performance has declined over the years? Do you want change, then your leadership is needed to correct the many wrongs and lost revenue incurred by the CIO. The deception begin 3 years ago John Owens started marketing a new concept called DEVOPS. Owens claims DEVOPS is the answer for his ongoing development and system troubles.
Well I am sorry to tell you, but you were played, it was all a ruse to hire Tony Chiles and mask incompetency. Let’s start with the hiring of Tony Chiles, John Owens could not hire him as the Deputy because Uncle David Chiles (the current CTO) is a blood relative, and as many of you know you cannot have a blood relative supervising another in the federal government. To accomplish this unethical activity Mr. Owens needed to reorganize the CIO, promote David Chiles to CTO, making him a direct report to Owens, and this cleared the path for Owens to legally hire Tony Chiles as the Deputy, that and the help of a couple of other USPTO SESs. Why did Owens need Tony Chiles? According to several staff members, it was because he was supposedly an expert in DEVOPS, and Mr. Owens needs DEVOPS to save USPTO.
It’s hard for one to fathom how USPTO senior leadership could fall for such an elementary tactic but more importantly why now. The story gets better, acco...
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...ut they simply bully their subordinates to do so or assign them to a board and tell them to pick the person they want. If they do not do as they asked, the employee faces stern consequences – they find out they are the worst performing employee and disciplined at will. As leaders, you need to purge yourselves of this blight and appoint a CIO that supports the USPTO and achieves true innovation, not just his personal goals.
I have been told by my patent friends that Mr. Owens recently underwent surgery for weight loss and has lost close to 100 pounds, a great feat and I congratulate him, but I think the USPTO should have the same procedure done and lose Mr. Owens and he can also take along his little deputy he crapped out (yeah, I know a cheap shot). If you would like to share some insights with me then simply respond to this email via a non-government account.
As a CEO I would want my company to be up to date in all aspects of technology so that we aren’t left behind. It seems that Atkins, the CFO, may have an old school way of thinking and wants to leave things as they are in working order. Atkins has the best interest of the company but will need to rethink certain things and accept that technology is a way of the future, and will not be going away. Vargo needs to identify that Devereaux is a risk taker, even at the expense of the company. Peterson, the Vice President of property and casualty, has said that the underwriters think that there’s too much judgment involved with their job, so the expert systems may not cut. The employees saying this may be valid reasoning, or a plea to keep from losing their jobs to artificial intelligence. More testing will be needed before the expert systems is fully in place.
If the vendors had communicated with the CEO or administration, then they could have gotten misinformation. It was best to have one person in charge of the Health Fair who had updated information and knew all the logistics of it. This is why I believe a unity of command was acceptable for this situation. With that said, the vendors only communicated with me. We communicated through emails and phone calls.
In 1994, Jim Donehey was brought in to update Capital One’s IT system. His solution was to replace their aging mainframe computers with an object-based system, but this technology had never been used on such a large scale. In contrast, two-thirds of Capital One’s competitors outsourced their IT functions. Within 5 years the company had the world’s largest Oracle database with 23 terabytes of data – winning them the Gartner Group’s Excellence in Technology Award.
Lockheed Martin is an organization that heavily relies on its defense contracts in order to generate revenue. In 2005, 95% of Lockheed Martin’s revenue came from the US Department of Defense, other US Federal government agencies and foreign military customers (Defense News, 2007). Lockheed Martin earns this revenue by winning government contracts. As previously noted, Lockheed Martin has a large customer base with the US Department of Defense. The company is the largest provider of IT services, systems integration, and training to the government (Lockheed Martin, 2008). Other customers that provide revenue for Lockheed Martin are international governments and some commercial sales of products and services (Lockheed Martin, 2008).
The United States Patent Office (“USPTO”) faces criticism from its users and legislators that the timeliness of the patent process and ultimate quality of issued patents are inadequate. In order to address this criticism Congress made several changes to the authorities of the USPTO in the last decade and considered more changes in 2009. Nevertheless, problems persist and some stakeholders argue that reorganizing the USPTO as a government corporation would best alleviate these problems by broadening its authorities even further and releasing it from external constraints.
...d to raise concern on who they are hiring to take charge on the whole aspect of accounting and financial reporting.
This paper will profile Jeff Hawkins, Chief Technology Officer (CTO) for PalmOne, Inc. examining qualities that Mr. Hawkins exhibits that make him influential leader. The paper will also examine details of the business strategy that make this man an exceptional innovator and his contribution to eBusiness technology.
The current Obama Administration has affirmed this goal. In a recent letter to the heads of all executive departments and agencies, the Administration As it currently stands, many TTO’s lose money. There are currently various petitions being circulated to increase the percentage of revenues that a university can apply towards administrative costs. Enabling universities to freely assign patents that are currently not generating any revenue will help recover sunk costs. Additionally, as required by the Act, the increase in revenues for the TTO’s can be applied to further education and research budgets. Although the Act is considered a huge success, certain technologies are being left out in the dark because they are not ideally suited for licesning. Further, the inventions derived from federal funding that fail to be licensed deserve a second chance to be commercialized. This proposed amendment will allow those technologies a second chance, free of any government
Delcamp et al. (2017) primarily noted the reputational and financial concerns associated with students dropping from a class due to frustration over inconsistent labs, leaving negative remarks concerning Regis on any of the numerous sites devoted to ranking colleges and universities, and how that, along with negative connotations that would result from an unwillingness by Regis to evolve their classes, would cause potential future students to shy away. Furthermore, Delcamp et al. (2017) noted that all of these factors would have a negative impact on facilitator turnover which also has negative financial impacts upon Regis University. All of these plethora of factors culminate into the unescapable conclusion that the MSES602 DevOps labs must
The framework we will follow for the DoD is a descriptive control framework, which provides for governance at a high level. T...
Organizational changes are constant in both the public and private sector. Some changes are small and easily managed and others are large scale vision changes. With organization-wide changes, such as a redirection in the organizations vision, strong creative leaders are needed to ensure the vision is sold to the employees and that the change is implemented smoothly. The Virginia Department of Corrections (VADOC) has recently changed visions to strengthen the way we create long term public safety. This change in mission and vision statements was a smooth process but has not been implemented without its share of issues.
The first part of this week’s assignment is to identify the different changes that occurred to Intel during the first three years of Mr. Barrett’s (Intel CEO) tenure. Mr. Barrett had many issues and challenges to deal with during his first half of his tenure to include internal and external forces driving the changes. Mr. Barrett moved the focus of the company from not just chip (micro-processing chips) making into the production of information and communication, appliances (Palmer Dunford, Akin pg. 72, 2009). Intel was plagued with production problems, delays and recalls of products these issues and the down turn in the American economy after the terrorist attack on September 11, 2001 caused the company to change direction (Palmer, Dunford, Akin pg. 72, 2009). Because of these issues the company withdrew from production of network servers and routers and als...
Golden, Bernard. CIO.com, "The Case Against Cloud Computing, Part Four." Last modified 12 Feb 2009. Accessed October 23, 2011. http://www.cio.com/article/480595/The_Case_Against_Cloud_Computing_Part_Four.
"SWOT analysis of Microsoft." Strategic Management Insight. N.p., 25 Feb. 2013. Web. 9 Mar. 2014. .
As leaders, decisions are made every day, some more complicated than others, and many with serious consequences. Depending on the leadership style and the type of decision that must be made, there are various styles of decision-making at a leader’s disposal; for example, directive, analytical, conceptual, or behavioral (Azeska, Starc, & Kevereski, 2017). In the behavioral style of decision-making, it requires the leader to have deep concerns of the organization and the staff. Further, the behavioral style is used by leaders who are supportive of other’s goals and achievements and seeks suggestions from others when making decisions (Shavit, Cohen, Bogair, & Benzion, 2014). In the case of DPU, CEO Thomas made an authoritative and directive decision, using his logic and rational to make a quick decision without seeking suggestions from others in the organization. Perhaps, if CEO Thomas would have considered the ramification of others in his organization and was open to suggestions, a different decision would have been made. Directive styles are used by leaders who tend to be aggressive and autocratic, and decisions are made with minor information with no tolerance for vagueness or consensus (Azeska et al., 2017). Although directive style decision making might be appropriate for simple or insignificant changes, it would have been more appropriate to use the behavioral style of decision-making for creating a new executive position in an