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Raised by a single mother who told her she could do anything she wanted as long as she worked at it, Annie Easley (1933-2011) born in Birmingham, Alabama became one of the first African American computer and rocket scientists. She became one of the first African American women to be hired by NASA, specializing in computer programming and alternative energy technologies over the course of her 34-year career.

The daughter of Samuel Bird Easley and Mary Melvina Hoover was born April 23, 1933 and grew up in pre-Civil Rights Movement Birmingham. From the fifth grade through high school, Easley attended Holy Family High School, a private, Roman Catholic high school in the Ensley neighborhood of Birmingham, where she was valedictorian of her graduating class.

In 1950, Easley attended Xavier University of Louisiana in New Orleans for two years where she majored in pharmacology. In 1954, the Birmingham native briefly returned home and used her college education to help African Americans pass a Jim Crow-era discriminatory literacy test on Alabama’s history to secure their right to vote. Also, while in Birmingham, she briefly served as a substitute teacher in Jefferson County, AL., before marrying and moving with her husband to Cleveland, Ohio.

After moving to Cleveland in 1955, Easley was informed that the only pharmacy program in the region had just closed, so she had to find a different career. Easley ran across an article in a local Cleveland newspaper about twin sisters who worked as “human computers” at the National Advisory Committee for Aeronautics (NACA) that piqued her interest. Easley applied for a job the next day and was hired two weeks later – she was one of four African Americans of about 2500 employees. Easley began her career as a mathematician performing complex mathematical calculations for the engineers by hand at the NACA Lewis Flight Propulsion Laboratory, which is now known as the NASA John H. Glenn Research Center in Ohio. She continued her education while working for the agency, and in 1977, obtained a Bachelor of Science in Mathematics from Cleveland State University. As part of a continuing education, Easley worked through specialization courses offered by NASA.

Letting nothing stop or discourage her, when human computers were replaced by machines, Easley evolved along with the technology and learned computer programming. She developed computer code for analyzing alternative energy technologies for electric vehicles, and some of her work led to battery development for hybrid cars. She was a leading member of the team which developed software for the Centaur, a booster rocket that launched spacecrafts such as Cassini. While at NASA, Easley also took on the role of equal employment opportunity counselor, helping address discrimination complaints regarding race, gender, and age.

Easley’s work at NASA provided the technological foundations for some of the most important inventions of the 20th century including launches of communications, military satellites, weather satellites, and storage batteries. Her work contributed to the 1997 flight to Saturn of the Cassini probe, the launcher of which had the Centaur as its upper stage. Throughout her career, Easley contributed to numerous programs as a computer scientist, inspired many through her enthusiastic participation in outreach programs, broke down barriers for women and people of color in science, technology, engineering, and mathematic (STEM) fields, and won the admiration and respect of her coworkers. Many who knew her would say that it was not just the work that she did that made a difference; it was her energy and positive attitude that had a tremendous impact.

Similar to Easley’s tech work at NASA, iSeek’s technology consulting professionals develop winning strategies that align the right technologies with business goals. At iSeek Solutions, we exceed for our clients when we are tasked with analyzing and enhancing hardware and software investments when performing technology evaluations and benefit analysis, architecting and deploying technology to ensure alignment between business and technology, and optimizing performance and managing expenses.

Easley retired from NASA in 1989. She skied, played tennis, and volunteered. She worked part-time in real estate and occasionally tutored. She passed away at age 78 in 2011, but her legacy, impact, contributions, and groundbreaking work continues to shape and advance our world today.

At iSeek, we admire Annie Easley’s tenacity and understand the importance of contributing and giving back to the community. We are proud to recognize and celebrate Easley’s accomplishments.

To learn more about Annie Easley and her contributions to history visit: https://www.nasa.gov/feature/annie-easley-computer-scientist

To learn more about iSeek Solutions and our contributions, take a look around our website, subscribe to our blog, or follow us on LinkedIn!

In an article posted by RSA Conference, the premier provider of global events and year-round online cybersecurity content, the contributor stated,

“In 2019, worldwide spending on information security products and services is estimated to reach over $124 billion.

However, the lack of internal collaboration contributes directly to data breaches in a number of ways. Studies of recent data breaches reveal that 70 percent of breaches are actually caused by people and process failures within the company. Contrast this with the fact that 60 percent of C-level executives believe that their current company solutions protect them well enough against hackers, vs only 29 percent of IT pros who believe the same.”

According to IBM’s 2015 Cyber Security Intelligence Index report, human error is almost always a factor in breaches. Although only 23.5% of cyber-attacks were carried out by inadvertent insiders (compared to 31.5% by malicious insiders), 95% of all breaches involved someone making a mistake.

And, in its 2019 X-Force Threat Intelligence Index report, IBM researchers observed that two of the most prolific ways inadvertent insiders leave organizations open to attack is by falling for phishing scams or social engineering, and through the improper configuration of systems, servers, and cloud environments, and by foregoing password best practices.

According to a Dell study which surveyed cyber security professionals, 59% listed managers as one of the biggest insider threats in cyber security, followed by contractors (48%), regular employees (46%), IT admin and staff (41%) and 3rd party service providers (30%).

So, what do all these quotes and statistics have in common? Cyber Threats and People, e.g., Insider Threat.

An insider threat is defined as a malicious threat to an organization that comes from people within the organization, such as employees, former employees, contractors or business associates, who have inside information concerning the organization’s security practices, data and computer systems. The threat may involve fraud, the theft of confidential or commercially valuable information, the theft of intellectual property, or the sabotage of computer systems.

The insider threat comes in three categories: 1) malicious insiders, which are people who take advantage of their access to inflict harm on an organization; 2) negligent insiders, which are people who make errors and disregard policies, which place their organizations at risk; and 3) infiltrators, who are external actors that obtain legitimate access credentials without authorization.

Of the estimated $124 billion spent on Cyber Security, how much is aimed at protecting your organizations information and systems from unauthorized insider misuse?

iSeek’s Insider Threat (InT) Assessment is an in-depth health check that identifies potential vulnerabilities, gaps in or lack of adherence to business processes, policies, procedures and governance, and management issues that open the door for insider threat incidents.

Our team of experts will devise a Roadmap to Develop, Adjust or Improve your organization’s Insider Threat program to proactively mitigate or recover from insider threat incidents.

For details about our Insider Threat (InT) Assessment, contact us today at info@iseeksolutionsinc.com. To learn more about iSeek’s solutions, check out our website, subscribe to our blog, or follow us on LinkedIn!

A few years ago, I wrote a blog on Business Collaboration: Embracing a Holistic Approach. For iSeek, the holistic approach through collaboration remains an effective tool for us, our clients and our business partners. Now, we’re broadening the meaning of “collaboration”. In other words, we’re expanding “collaboration” to include business development; a necessity for growing our business.

In her article, 6 Reasons Collaboration Can Help You Grow Your Business, Alyssa Gregory, states that Collaboration is a powerful tool for all small business owners, regardless of the industry you are in or the type of business you have. It is the connections you form with others, and the different ways you collaborate with those people you formed connections with, that will help you grow your business to new levels. If you are not convinced that collaboration is really worth the time and effort, here are five reasons you should care about collaboration in your small business.

1. Collaboration Will Inspire You

2. Collaboration Helps You Grow Your Network

3. Collaboration Is Educational

4. Collaboration Can Help You Save Money

5. Collaboration Solves Problems

6. Collaboration in Action Is Win-Win

So, you’re probably wondering, what are “Collaborators”. I’m glad you asked. For iSeek, our broad definition of “Collaborators” are professionals who are well-networked and/or work with an existing product or line of services whose client-base will find value in the expert management consulting services delivered by iSeek. As an iSeek “Collaborator”, you will partner with us in a non-traditional business development capacity to cultivate new clients and grow our business.

If that description fits you, and you’d like to learn more about becoming an iSeek “Collaborator”, contact us at info@iseeksolutionsinc.com!

Annie Allen

Recently, I served on a panel at an IT conference. The topic of the panel discussion was “Bridging the Communication Gap Between Business and Technology in the Workplace”. The panelists represented three distinct areas of the market. One panelist was VP of IT for a company in the construction industry. His IT staff is relatively small. The other panelist was SVP of Enterprise Data Services for a very large financial institution. She manages a large staff of 70+ people. Then there was me – the President of a “Boutique” Business Management Consulting firm, who works with clients of all sizes and in various industries. So as you see – the panel was very diverse, which allowed us to examine the issue from many points of view.

Of course, we covered the basics like business to technology collaboration in strategy & roadmap development, ensuring alignment and inclusion, and creating a comprehensive communication strategy. All of which the panel agreed are essential to “bridging the communication gap”.

Additionally, however, a lot of key points were made around the area of “seeking to understand”. What does that entail? Seeking to understand is simply asking questions, actively listening and clarifying answers to ensure a mutual understanding. These basic actions are referred to as “Elicitation” or “Soft” skills, which are traditionally associated with Analysts, but when it comes to successful communication, we’re all Analysts!

Let’s break this down further using a simple non-IT example, like building a new single-family housing community. Building the single-family housing community is the high-level strategic objective. Applicable parties [inclusion], collaborate to round out the strategic vision. Then the plans are communicated to participants of the project.

Let’s say you’re the architect on the project, and you’re working with a potential buyer of one of the homes to be built. Your objective is to “seek to understand” the potential buyers needs and desires for their new home. Through “elicitation”, you’ll ask the buyer a series of questions to help determine the type of house you’re architecting.

The first set of questions might include:

What style of home – Craftsman, Ranch, Bungalow, etc.?
Single- or multi-level?
How many bedrooms? Bathrooms?
Open floor plan?
Desired square footage?
Basement, crawl-space or slab?
Etc.
After a few interviews, you, the architect should have elicited enough information to draw-up an initial plan, which is presented back to the potential buyer to ensure mutual understanding of the buyers needs and desires for their new home. “Elicitation” is an iterative process that takes place at each phase of the project to continuously maintain a mutual understanding.

The concept is the same regardless of industry, and there are many “elicitation” techniques. We “seek to understand” to define the project scope, understand the genesis of a new request, or peel back the layers to determine the root cause of an issue. We then review our findings, our understanding, with the requestor (client/stakeholder/business partner) to ensure we’re aligned and in agreement on the success criteria.

For some, “elicitation” skills come naturally, and others find it outside their comfort zone. For those of us that fall in the latter category, you’ll be thrilled to know that these skills can be learned! This whole notion of “seeking to understand” using “elicitation” or “soft” skills is such a critical component in bridging the communication gap between business and IT, that companies like Bridging the Gap have developed an entire curriculum designed to teach us to find ways around obstacles that deal with political agendas, communication, collaboration and attitudes.

Whether you’re in IT or the Business, and regardless of your role, an Analyst, Architect, Product Owner or Developer, you too are responsible for building a relationship of trust with your colleagues, on both sides of the isle, and ensuring the message being communicated is mutually understood.

Seeking to Understand. iSeek is adept at using “Elicitation”, “Soft” skills and various other approaches to facilitate customer-focused solutions and bridging the communication gap between business and technology. To find out more about our tools and techniques, subscribe to our blog and stay tuned for future insights, or call or e-mail us today!

Business challenges, particularly those involving change, can cripple even the most successful enterprise. In an effort to make smart decisions, many CEOs and boards of directors grapple with how to navigate complex situations. One approach in particular is growing in popularity: hiring professional interim executives – often through management consulting firms – to bridge existing gaps in knowledge, skills, and leadership.

What Traits Should an Interim Executive Have?

While they vary widely in skills and abilities, the best interim executives have a few traits in common – they are dynamic and proven problem-solvers who get things done. Whether you’re experiencing a reorganization, an acquisition, or another pressing challenge, the ideal candidate has the skills, personality, and energy to help transform obstacles into opportunities.

Avoid This Common Mistake

A common mistake is to approach the interim executive search as a temp-to-hire situation. While it may work in some cases, an individual seeking a permanent position may have different priorities than a professional interim. Unlike executives hired for the long haul, the interim comes onboard to address an immediate but temporary need. In most cases, a decision has been made that requires leadership from an expert well versed in a particular area, such as change or crisis management.

So if someone has the required skills, what’s the difference? In our experience and others’, the professional interim may be less influenced by company politics, obsolete policies, and personal considerations that could affect his or her future in the organization. By definition, these experts expect and desire to share knowledge, transition leadership to another individual (or team), and basically “work themselves out of a job.” This introduces a degree of objectivity that could ultimately be the key to your success.

Can an interim executive help you through challenging times? Read this article in Fortune magazine for additional insights. To learn how iSeek can help your company overcome difficult challenges, call or e-mail us today!

Have you noticed how executives tend to set company direction and then try to mold existing employees to fit the required roles? Have you also noticed how often those companies need to reorganize? The reason is simple: they’re getting it backwards!

Think of your company as a bus and your highest executive as the driver. Using that analogy, leadership expert Jim Collins makes this observation: “Leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.”

So How Do I Begin?
When facing any business challenge, remember these simple truths before you map out a direction:

1) If the people on the bus came along because they like the stated destination, what happens when you need to change your plans? Will they resist the change and become unproductive? Invite people on the bus who simply want to work with the other great people aboard. That will contribute to a more pleasant and successful trip!
2) If the right people are on the bus, there’s no need for elaborate motivational schemes. The right people are self-motivated and expect to produce exceptional results.
3) If the wrong people are on the bus, nothing else you do matters. You might head in the right direction, but the success you seek will elude you. The right vision with the wrong people produces mediocre results, at best.

Want more information? I highly recommend Jim Collins’ informative video series. To find out how iSeek can help you organize for success, contact us today! If you like this blog post, please share and subscribe!

Today’s business challenges aren’t getting any easier. Markets are complicated, competition is fierce, and technology is constantly changing. An expert management consultant can help you navigate rough waters, but how do you find the right one for your needs? Here are some basic traits to look for in your ideal match.

Ability to Listen

Your initial few minutes with a consultant can be very telling. Observe their ability to listen and understand your unique objectives, issues, and pain points. The ideal candidate will elicit communication, extrapolate key obstacles, and encourage collaboration among staff, peers, and executive leadership. This process will help get to the root of your challenges before problem-solving even begins.

Creative Problem-Solving Skills

It’s often easier to diagnose a problem than it is to truly solve it. The best consultants can describe how they’ve applied creative thinking to solve issues similar to yours. Candidates should be able to clearly articulate how they approach a variety of challenges and design innovative, pragmatic solutions that advance their clients’ business goals.

Values that Reflect Your Enterprise

As in any profession, management consultants have a wide range of business and personal values. When you bring in an expert from outside your company, you’ll want to make sure they embody the traits you admire. Do they value quality of service as much as the bottom line? Do they take employee satisfaction seriously? Talk to their references and read between the lines as they describe their role in previous engagements. It should soon become clear whether you would be proud to have this person set an example for your staff.

Excellent Interpersonal Skills

The best consultants not only solve problems, but also communicate effectively, build relationships, and maintain trust. Make sure you will feel comfortable discussing confidential information about your business with every candidate. Also consider whether your staff will relate well to their approach and disposition. These relationships can significantly impact the success of your engagement, and ultimately, your organization’s future.

To learn more about the qualities of a great management consultant, I recommend this article in ConsultingFact.com. To find out if iSeek is the match you’re looking for, call or e-mail us today!

The role of the business solutions architect is emerging as a critical force in the transformation of today’s enterprise. If the term is new to you, you’re probably wondering what it means and how such an expert can move your business forward. Let’s explore.

WHAT DOES A BUSINESS SOLUTIONS ARCHITECT DO?
A business solutions architect, also known as a business architect, works with organizational executives to develop structures, processes, and technology plans for continuous improvement within an enterprise. Responsibilities may include:

Analyze the effectiveness of existing organizational structures, systems, and workflows
Create business capability maps that model what your business will do to reach its objectives
Work closely with the IT organization to ensure technology aligns with business strategy
Help determine whether to insource or outsource a capability, or whether to undertake a specific investment or acquisition
Provide risk assessments and compliance recommendations
Identify cost reduction and revenue-generation opportunities
WHAT QUALIFICATIONS ARE NEEDED?
So why is it important to view this role as both an art and a science? According to Computer Weekly, “Business architects have a rare combination of business domain knowledge, process experience, transformation talents, methodology skills, and a winning personality that helps with communication and business change management.”

Sound like a tall order? It can be! Add that to the fact the position is often best suited to someone looking for a limited-term commitment. That’s why more businesses are choosing to hire an experienced consultant to help them navigate 21st century business imperatives.

Want to know more? Sources such as the Architectures Center of Excellence serve as a hub for information and collaboration to advance this growing profession.

Can your business benefit from a business solutions architect? E-mail or call us and let’s discuss! If you like this post, please let us know, subscribe and share using the buttons below!

Business imperatives can become urgent quickly, tempting decision-makers to chase the latest hardware or software they believe will accelerate their success. However, after years of piecing together disparate devices and applications, savvy executives understand that adding technology for its own sake will not grow your organization. When deployed haphazardly, even the latest technical innovations can impede your progress.

The bottom line is, you cannot meet business goals through technology alone. Instead, you need a carefully planned strategy that aligns the right technology with your business goals and objectives. In an era of increasing competition, strained budgets, and high customer expectations, aligning strategy and technology is vital to today’s enterprise.

Benefits of Alignment

The goal of aligning business processes with carefully chosen technology is to optimize and build on the value of each. An organization with a thoughtfully crafted alignment plan enjoys:

· Streamlined workflows resulting from the implementation of appropriate and complementary technologies.

· Strong working relationships between IT-focused employees, product and services specialists, and other staff.

· Innovative solutions that heighten productivity, increase efficiency, and improve business workflows across all departments.

· Support from key company executives for further implementation of technology solutions

· Company-wide appreciation and support for how technology contributes to the success of the company.

Developing Your Plan

When aligning your business processes with new or updated technology solutions, ensure that your plan includes these critical elements:

· Have a detailed understanding of all your business processes and workflows.

· Discuss and decide on your organization’s technology imperatives, as well as a “wish list.”

· Scour the market for interoperable technologies with the potential to optimize resources.

· Develop a technology vision and mission that will help you meet your business goals.

· Set conditions and measurements that will determine when alignment goals are met.

Cloud Computing

One of today’s biggest technology drivers – and greatest business challenges – is the escalation of cloud-based services. Employees expect the same easy access to data at the office as they have on their smartphones and tablets. Unfortunately, budgets are limited and expenses must be justified. That’s why it’s important to clearly articulate the business opportunities afforded by hosted services, interoperable applications, and data mobility. This article in Forbes magazine online offers interesting information about benefits, risks, and other considerations related to aligning business and IT in the age of cloud computing.

After Your Alignment

Once you’ve achieved alignment, don’t just sit back! It is important to reevaluate your alignment strategy at least once a year, and any time the company reorganizes or changes course. Remaining in alignment can make the difference between realizing your organization’s potential or falling behind due to negligence.

At iSeek Solutions, we specialize in guiding companies through the business strategy / technology alignment process. Regardless of your industry, whether corporate or nonprofit, our staff has the experience and expertise to conduct an evaluation, make recommendations, and work closely with your employees throughout the process. Let us know if we can help!

Annie Allen is President and CEO at iSeek Solutions, Inc.

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