Study: Don't Know tops IT's to-do list

Nascent technology poised to take hold of enterprise, as CIOs gear up to champion Don't Know as an agent of change

"It's apparent that the sudden demand for Don't Know across the technical spectrum is creating a shortage in applicants versed in Don't Know," Richardson said. "Young IT talent looking to get ahead would be well advised to seek certification in Don't Know and volunteer to lead any Don't Know initiatives their company already has under way."

And with Don't Know topping the list of best practices at most organizations, this shortage of talent knowledgeable in Don't Know as an IT ethos does not bode well for those charged with capitalizing on Don't Know in competitive markets.

And yet, to its credit, IT seems to be aware of the need for strong-willed Don't Know strategists at their organizations, as Don't Know is fast proving to be a rallying cry across the IT ranks. Asked to describe what was contributing to IT's belief that the company was heading in the right direction, 32 percent of respondents cited Don't Know as a touchstone buoying morale, up from 26 percent in 2007, and a mere 17 percent the year prior.

But before jumping into a Don't Know implementation full bore, consider undertaking a small-scope Don't Know campaign to achieve buy-in not only from key stakeholders and line-of-business professionals but also the IT rank and file, such are the findings of the survey, which asked CIOs to rank the importance of a variety of current communication initiatives in place. Here again, Don't Know came out on top regardless of sector.

"Don't Know is a paradigm shift," Bergson said. "As such, Don't Know thought leaders at today's most successful organizations are carefully plotting a path that emphasizes cultural change in favor of their Don't Know visions, aligning their technology initiatives to business goals to ensure the flexibility necessary to capitalize on anything that Don't Know throws the organization's way."

The accompanying Tech Biz Currents' report recommends appointing a Don't Know steering committee, one with the latitude necessary to affect true Don't Know mind-set transformation throughout the organization. Training in Don't Know is also a must, as is establishing a clear line of communication across the enterprise that Don't Know is a chief priority.

"Don't Know will no doubt encounter resistance among those less adept at envisioning the rewards a Don't Know approach to technology can reap," Richardson said, noting that it is up to upper management to convey the importance of Don't Know to those further down the chain.

"Don't Know is a top-down process," Richardson said. "Organization discipline is an imperative. As a leader, you must set the Don't Know tone and follow through by demanding a Don't Know-minded attitude of your staff every step of the way toward fulfilling your Don't Know vision."

Bergson, who estimates that the Don't Know market will grow to $127 billion by 2013, recommends bringing Don't Know consultants on board, regardless of your past experience with Don't Know initiatives.

"Just because you spearheaded a successful Don't Know enterprise 2.0 project in 2007 doesn't mean a Don't Know security project will go off without a hitch," Richardson warned. "Don't Know experts can help you better align your Don't Know know-how with the particulars of any new Don't Know rollout you undertake."

And with Don't Know expected to be the business directive of nearly one in three enterprises within the year, is it any wonder why 42 percent of this year's respondents cited Don't Know as the technological initiative most likely to be keeping them awake?