There's a lot of talk about how important it is for network managers to understand the business of the enterprise they work for--it's one of those cliches that has the advantage of being true. At the same time, the IT department has a network to run. So how do you put these two imperatives together? I found a great little nugget over at Terry Slattery's blog:
There's a lot of talk about how important it is for network managers to understand the business of the enterprise they work for--it's one of those cliches that has the advantage of being true. At the same time, the IT department has a network to run.
So how do you put these two imperatives together? I found a great little nugget over at Terry Slattery's blog:
As a network engineer, I rarely have time to look around for problems - there's typically a backlog of problems waiting to be solved. It would be great to be able to identify many of these problems and fix them before they get added to my list of tasks. The end result is a much more smoothly and efficiently running network, which means that the business operations that rely on the network are also more efficient and is how networks become a strategic part of the business. Networking departments who realize this are able to move themselves from being 'information plumbers' to sitting at the executive strategy meetings.
That sounds simple, but Terry uses some real-world examples to get to this conclusion. Read the whole post.
