ReverendSlappy
Ejection Handle Pulled
They're out there. I can say that some of the best decisions I've made have happened after I put myself in our users shoes.
Our situation is a bit different as we're a very technical company and not only does IT provide for our users we also provide the infrastructure in which our products run on -- which is used by our clients.
I've discovered that if I cause an outage (it happens) that the best thing I can do is to take a few incoming calls -- it helps me understand what I just did. Not only that -- if I randomily grab a support case once or twice a day and call the client themselves it is amazing how impressed they are by getting someone on the phone who can personally directly take care of their issue.
It also helps to just sit down randomly with users and see how they work. Often , 10 minutes of attention by those that can change something, can save several people hundreds of hours per year.
Luckily I'm in an enviornment where I can do the above. Not that it couldn't be done in a larger corporation if directed so by IT management.
Bingo. And the thing is, if business's default position is to just sit idly by and incessantly complain, and management's default response is to threaten outsourcing (and I mean "threaten", not just use it as a lever to force competitiveness), that will never happen. That's all I'm saying: If management isn't taking an active role in making sure their subordinates are effectively communicating their expectations and/or aren't measuring whether they're being met or not, I've no sympathy for them. Those kinds of processes are applied to every single other operations group and yet so many senior management types just expect everything IT to happen like magic -- and for free. And of course, it doesn't work that way.
I personally am not convinced that half the crap "IT" does in many companies accomplishes much more than slowing down computers, slowing down employees, while making themselves look important, and claiming to "protect data" from "evil hackers"--when 95% of what they do isn't going to stop a person smart enough to jack or damage the data in the first place.
If I had to guess, I'd say that, yes, on balance there probably is more security infrastructure in general than may be bare-bones necessary. But there's a lot that goes into that: For one thing, you don't create security schemas based on just the threats that exist right now. And you don't apply security measures narrowly; the "coarser" you do it, the more likely you are to catch real threats.
It's a difficult job, but the balance can be struck. It just takes competent people -- on both the IT and the business sides -- to make it happen.
What do you expect when you take IT folks out of tech schools and then have vendors selling security products to them all day? They have no ****ing idea what the *real* threats are. Nor do they understand the real problems of the company. They also fail to understand that they are there to SERVE the company and support the company's mission.
The problem is that "serve the company and support the company's mission" thing falls apart real fast when all the company displays is contempt for your entire job function and demonstrates nothing other than an interest in fomenting an adversarial relationship. Bill said it: It cuts both ways, and without a real partnership, a real two-way street, it's game-over.