Communication is one of the main objectives that an organization needs to have in place to stay efficient and productive. A breakdown in accurate and efficient communication between departments at any point in the organization can result in conflict or loss of business.  Sadly, the efficiency between different departments in an organization becomes most evident when communication breaks down. As an example, David Grossman reported in “The Cost of Poor Communications” that a survey of 400 companies with 100,000 employees each cited an average loss per company of $62.4 million per year because of inadequate communication to and between employees.

With the dawning of the big-data era and the global competition that Machine Learning algorithms has sparked, it’s more vital than ever for companies of all sizes to prioritize departmental communication mishaps. Perhaps, today, as a result of the many emerging markets, the most essential of these connections are between IT and the business units. CMO’s and CIO’s are becoming natural partners in the sense that CMO’s, in order to capture revenue opportunities, are expected to master not just the art of strategy and creativity but also the science of analytics. The CIO, on the other hand, is accountable for using technical groundwork to enable and accelerate revenue growth. Since business and technology people speak very different languages, there’s a need on both sides to start sharing the vocabulary or understanding of what is expected in order to avoid gridlock.

In the McKinsey article, Getting the CMO and CIO to work as partners, the author speaks to five prerequisite steps that the CMO and the CIO can take in order to be successful in their new roles.

--- Be clear on decision governance
Teams should define when decisions are needed, what must be decided, and who is responsible for making them.

Recently, I asked my friend, Ray, to list those he believes are the top 10 most forward thinkers in the IT industry.  Below is the list he generated. 

Like most smart people, Ray gets his information from institutions such as the New York Times, the Wall Street Journal, the Huffington Post, Ted Talks ...  Ray is not an IT expert; he is, however, a marketer: the type that has an opinion on everything and is all too willing to share it.  Unfortunately, many of his opinions are based upon the writings/editorials of those attempting to appeal to the reading level of an 8th grader.  I suppose it could be worse.  He could be referencing Yahoo News, where important stories get priority placement such as when the voluptuous Kate Upton holds a computer close to her breasts.

Before you read further, note that missing from this list and not credited are innovators: Bill Joy, Dennis Ritchie, Linus Torvalds, Alan Turing, Edward Howard Armstrong, Peter Andreas Grunberg and Albert Fent, Gottfried Wilhelm Leibniz/Hermann Grassmann ... You know the type:  the type of individual who burns the midnight oil and rarely, if ever, guffaws over their discoveries or achievements.

One of the most significant developments of mankind has been the art of writing. The earliest type of writing was in the form of graffiti and paintings on rocks and walls of caves. The first people who engaged in writing are reported to have been Sumerians and the Egyptians around 3500-3200 BC.[i] Early writing of this type was in the form of cuneiform and hieroglyphics. After that, writing emerged in different styles and form per the different societies and differences in expression.

Words are magical. They have preserved records of civilizations. They express desires and dreams and thoughts. But why write at all? What was or is the motive for writing? People write for different reasons. Some write because they have something to say; something to share with others, to inform. Others write to share their feelings.

George Orwell claimed there are four main reasons why people write as depicted below:

·         Sheer Egoism: According to this concept, people write because they want to be talked about; they want to reveal their cleverness. People who are motivated by sheer egoism desire to be counted among the top crust of humanity such as scientists, artists, politicians, lawyers and successful businessmen who are always putting their thoughts in print.

When it comes to running a start up, leaders need to make sure that their key players are motivated. This has been seen with many companies. Back in the 1970's it was found with the inspiration and diligence of the late Daniel Nigro when he formed Kleer-Fax. More recently it was seen in David Khasidy, the founder and recently retired president of SunRay Power Management, the most dynamic green energy leader in the US today.

The question is, what is it that great leaders like David Khasidy and Daniel Nigro do that make the difference? How do the most vulnerable companies (start ups) break the mold and become a part of our everyday lives?

It starts with their mission and vision.

Create a Strong Mission and Vision

There are many reasons why start ups fail. For one, they usually lack the capital to last through the lean times. Secondly, they often don't have the tolerance for setbacks that occur. Lastly, they do not have a long-term plan, also called a mission.

When a business has a strong mission, the team knows it and their focus toward their work and service to others within and without the company reflects that. To complement that, the shorter term vision of the company needs to be present as well.

This can even be seen in sole proprietorships with no employees, such as when Brian Pascale started his law practice. His vision was to find justice for his clients while his mission was to build upon a career that had already set precedents in the area of tort law.

As his practice has grown, new staff members can sense the vision and mission he exudes.

Encourage Ownership of Projects and Processes

Start ups need to inspire and motivate their employees because they need to know that they are not only a part of something important, but that their contributions mean something.

What won't happen if they are not there? What contribution do they make, and what are the consequences of them not fulfilling their part of the work?

By encouraging ownership in projects, team members can find that the work they are doing is not only important for the organization, but that they are going to be a big part of what makes it happen. The alternative is that they feel replaceable.

Offer Incentives That Keep the Company Competitive

When team members embrace the mission and vision of the company, and then take ownership for the company's success, they are going to need to be justly rewarded.

This could include flexible schedules (for those who don't need a stringent one), use of an account at a nearby takeout place, or even the potential for ownership as a result of a vesting program.

The incentive everyone is looking for more immediately, though, is cash. When the company takes in more revenue as a result of the efforts of those on the team, rewarding them can go a long way not only in making them feel appreciated, but in encouraging them to bring in more business.

Members of a start up team are usually very talented, and commonly underpaid. However, if they believe they are going somewhere, it will make a big difference.

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Good non-programmer jobs for people with software developer experience