1. Articles in category: Digital Strategy and Organisation

    25-48 of 85 « 1 2 3 4 »
    1. How to embrace the benefits of shadow IT

      The terms shadow IT conjures up negative images in the minds of most IT organizations. By making shadow IT a bad word, CIOs are ignoring the benefits of what are business-aligned systems and missing an opportunity to build a cohesive strategy and governance system that includes all the technology systems in an enterprise. Here’s how to better identify, manage and take advantage of business-procured IT.

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    2. More CIOs report to the CEO, underscoring IT’s rising importance

      Thirty-four percent of CIOs surveyed report directly to their CEO, further validating how IT has become increasingly strategic as businesses seek to generate more money using digital technologies but lack of technical talent is hampering their efforts. CIOs are focusing more on innovation and less on the operational efforts. CIOs are steering employees through new ways of working, delivering technologies that enable better customer engagement. 

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    3. How to enable SDLC for strategy translation

      A strategic agenda doesn't necessarily translate to outcomes. The systems development life cycle (SDLC) can play a role in strategy translation. CIOs should therefore ensure that the SDLC used by both service provider and in-house teams is enabled for strategy translation. 3 SDLC changes, to enable it for strategy translation include making strategic outcomes the goal, setting up business-centric discovery and design and checking for strategic outcomes.

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    4. Focus on tech and talent to get bi-modal IT right

      Digital transformation is top of mind for CIOs nowadays, but striking the perfect bi-modal IT balance between being a digital CIO and being little more than a facilities manager is tough to do. Focusing on how technology and talent can impact both a digital transformation strategy and maintain existing infrastructure is key to succeeding in today's fast-moving business climate. CIOs need to embrace IoT and understand the importance of IT talent if they want to maintain digital dominance.

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    5. How to Implement an IT Overhaul

      The CIO of Novelis, a producer of rolled aluminum, reveals how she helped revamp the company’s IT infrastructure. Novelis is a leading producer of rolled aluminum, and a global leader in aluminum recycling. This article talks about three transformation work streams that was started simultaneously in Novelis: 1. IT Infrastructure, 2. Business process automation and simplification and 3. Collaboration and workforce mobility.

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    6. The 'business' in business intelligence: There’s NOT an app for that

      Ours is a society of technophiles. With a passionate adoption of consumer technology, it is understandable that we are encouraged to believe that a compelling, easy-to-install, easy-to-configure software solution already exists to address our most pressing personal and business challenges. In a market dominated by hyped and trending new technologies (No SQL, Big Data, Machine Learning, Data Visualization…take your pick), the importance of identifying and prioritizing the business needs is the most important step to take before making a business investment in a technology tool or platform.

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    7. The Internet of (Every)Things: Forcing CIOs to Think Differently

      Gartner estimates that by 2020, IoT will consist of 25 billion devices, from consumer applications to manufacturing, utilities and transportation. In 2016, it forecast, 5.5 million new things will get connected every single day. For the CIO, this has created massive challenges, according to a Gartner report specifically on IoT and the datacenter. These include how to develop strategies to deal with storage infrastructure; harvesting and using IoT data cost-effectively; and handling device and network/platform security.

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    8. How to identify, engage and nurture high-potential talent

      In a tight talent market, succession planning should be a core part of any business's workforce management and development plan. Building a pipeline of talent ready to take on progressively greater responsibility and leadership in an organization is key to driving success, especially in the constantly evolving IT market. Succession planning isn't easy -- it takes a determined, concerted effort to be proactive about the process, instead of simply reacting when your business is faced with a key skills gap or a vacant role when an employee leaves or is promoted.

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    9. Mobility tops 2016 priority list for Middle East IT leaders

      Mobility will be a broad initiative for 43% of IT leaders in the Middle East in 2016. The most common mobility project among is deploying mobile applications, with 54% of that 43% planning a project in this area. Other popular mobility projects included implementing bring-your-own-device (BYOD) schemes (46%), enterprise mobility management (46%) and deploying a mobile enterprise application. 29% of IT leaders in the Middle East expect their IT budgets to increase by more than 10% in 2016.

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    10. How to integrate business data with business, IT partnerships

      Business agility depends on data agility, which often requires data integration to be truly robust.  It’s useful to do data discovery and analytics on a single source of data, but even more useful to follow up with analytics capabilities that leverage several sources that have some level of integration.  According to Informatica, data integration projects are executed 5x faster in companies where the business and IT collaborate. These partnerships will inevitably improve the balance between structure and flexibility that organizations struggle with today in the world of data and analytics.

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    11. The Search for the Elusive Data Scientist: How CFOs and CIOs Can Work Together

      When it comes to the power and potential of data, the opportunities and challenges are crystal-clear: Big Data and analytics is the top priority for LOB, according to the 2016 State of the CIO Report. Clearly, both the CIO and today’s strategic-minded CFOs need to have skin in this digital transformation game, as the pressure to improve decision-making collides with the need for improved analytics and data management. A fully aligned CFO-CIO partnership is key to attracting the right data talent that will lead to future digital transformation success.

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    12. Do you begin an enterprise transformation with the business or with IT?

      For many companies change is a way of life. In fact, companies need to change in order to survive. Enterprise transformation deals with the fundamental organizational change that impacts how its core business is conducted. This need for transformation change can be caused by internal or external factors, but the result is a shift in how the organization relates to its wider economic environment. "The Open Group Architecture Framework" is a framework that might assist in the enterprise transformation journey.

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    13. Why some CIOs are taking on customer advisory roles

      The days of CEOs keeping their CIOs at arm's length from customers are over, signaling a significant shift for an IT role that has evolved from managing data centers and back-office applications. Companies pressured to deploy digital technologies across their business lines are installing IT leaders in positions focused solely on engaging with customers. CIOs are taking on customer-facing positions, which companies are creating to get a better handle on how to better grow their digital businesses.

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    14. On many IoT projects, IT shops get left behind

      IT departments are playing second fiddle to operations people as enterprises tune up for the Internet of Things. That’s one of the surprising findings from a survey of people involved in business IoT projects in the U.S. The survey, conducted last month by Technalysis Research, also revealed that monitoring employees is the No. 1 thing companies want to do with the widely hyped technology. Conflict between IT and OT (operations technology) had been brewing before the IoT trend even began, as physical infrastructure was updated with new smarts. 

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    15. CFO-CIO Collaboration: An Advanced Checklist

      In the past, the CIO and CFO rode parallel but separate journeys to boardroom influence. Now, with the growth of data analytics and cloud-enabled ERP systems, as well as significant cybersecurity concerns, neither can afford to constantly lock horns over ownership of data and technology decision-making. Instead, they require a collaborative partnership in which each complements the other for maximum future impact.

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    16. 4 Biggest Misconceptions About Hiring Data Scientists

      When you think of the perfect candidate for a data science role, a few preconceived notions come to mind. You want someone who is analytical, detail-oriented and intuitive -- all important qualities in a data scientist. But there is more to data science than being good with numbers -- the core of a data scientist's role involves influencing decision-makers within the business and guiding the future of the company. If you believe in any of these common misconceptions, it might be time to reevaluate your business' expectations for current and future data scientists.

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    17. Are healthcare CIOs being cut out of the analytics loop?

      The onset of ‘population health management’ as a new model for delivering patient care is underscoring the need for IT leaders to strike the right balance between both clinical and business intelligence, even it means not ‘owning’ the analytics function. There is a tension between everything that CIOs must do to keep the lights on in hospitals or other parts of healthcare systems and the complex demands of supporting PHM

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    18. The IT skills gap is a reality, but doesn’t have to be

      Foote Partners, an independent IT benchmark research and advisory firm recently released its "1Q 2016 IT Skills Demand and Pay Trends Report," offering data and analysis of salary trends for 202 jobs and the pay premiums for 835 certified and noncertified IT skills. According to David Foote, chief analyst and co-founder of Foote Partners, there are businesses that haven't been affected by the skills gap, but it's because they prepared early. For companies that haven't properly invested in IT or hired people with the right background, the skills gap will ultimately affect business success and development.

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    19. 10 tech specialties with rising salaries

       Data from the U.S. Bureau of Labor Statistics shows that IT employment grew 3.1% in 2015, and 44% of IT managers who participated in Computerworld's 2016 IT Salary Survey said they expect to expand their IT staffs this year. Salaries are growing, too. Computerworld survey participants reported an average compensation increase of 3.9% this year, the highest year-over-year pay hike we've seen in our survey results since 2001.

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    20. How partnerships between IT and the business breed success

      Without appropriate processes and governance, self-service capabilities can introduce multiple versions of the truth, increase errors in reporting, and leave companies exposed to inconsistent information. A key concept in agile development is increased partnership among IT and business partners. In enterprise data management and business intelligence, this increased partnership can only make things better. There can be a role for IT and a role for the business to play. 

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    21. 4 principles that will shape the future of IT

      IT is changing in a huge way. And that change is not just in terms of the technology used in IT – though there is incredible change going on there. But also in in the very role of IT. In short, person after person, no matter their role or their employer, echoed the same message: IT is undergoing a profound transformation. This article consists of four tenets for the future of the IT industry.

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    22. A SaaS owner’s guide to managing your customer support process

      While your blog is the external face and voice of your company, your support team is the internal one. According to Jason Lemkin of SaaStr, SaaS companies — especially startups — should be using their company’s product, even if the teams don’t strictly ‘need’ to. That brings up an interesting issue — by putting every single employee on support in some capacity, you’re tackling several problems at once. You’re lightening the load of the dedicated support teams, teaching employees about the product they may well be advertising or marketing and gathering vital data from users on how the product ...

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