Top Expert Voices News
Much of the great promise of business intelligence (BI) goes unrealized because decision makers aren’t using the decision support systems in any meaningful way. The vast majority of big data and business analytics projects implemented by normal companies suffer from chronic underuse.
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What I found when I moved into the corporate world was a different, diverse mix of ability and motivation. There were plenty of talented people, but their drivers were less well defined (and aligned) than I was accustomed to. The motivational tools I was familiar with didn’t always work. In part, that’s because there has been an erosion of the connection between effort and reward in much of business.
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The average day is no longer divided into work time and leisure time. As CIOs, we need to ask ourselves: Are we enabling this anytime/anywhere approach to life, or are we constructing artificial barriers to this new way of living?
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Experienced project managers have accumulated a store of shortcuts, workarounds and “accelerators” that may have served them once or twice in different circumstances. These generally won’t add anything to a complex, challenging situation, where attention to detail and sticking with the basics is what builds success.
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Westpac saw a huge opportunity to use social data as a lens into both the business’ future and the relationship between brand and customer. But, selling this kind of “out there” vision to stakeholders can be more difficult than executing on it.
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If you find yourself agreeing with this perspective, you’re in good company. Unfortunately, you’re also absolutely wrong. Hard to believe? I’ll prove it. It will only take about 30 seconds.
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SAP CIO Oliver Bussman has deployed more than 8,000 iPhones, 17,000 BlackBerry handsets and 14,000 iPads. In this exclusive interview with CIO Insight, he talks about how supporting the devices that employees want to use actually creates a more secure enterprise, attracts young talent, and drives innovation, efficiency and employee loyalty.
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Business analysis is the absolute most important competency for an IT organization. It is the very heart and soul of the value IT is meant to bring to the business. Despite the best intentions, many CIOs have lost this critical skill in their organization and they are quickly forgetting what it really entails.
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This is the last in a four-part series of articles on the relationship between CIOs and CMOs. Our first installment talked about why the CIO needs the CMO. Our second piece explored the CIO-CMO partnership in practice. The third installment explored the unique position held by Craig Neeb, CIO and VP of multichannel marketing for International Speedway, which operates auto racetracks around the country.
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This is the third in a four-part series of articles on the relationship between CIOs and CMOs. Our first installment talked about why the CIO needs the CMO. Our second piece explored the CIO-CMO partnership in practice. In this installment, we discuss the unique position held by Craig Neeb, CIO and VP of multichannel marketing for International Speedway, which operates auto racetracks around the country.
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A recent survey conducted by Marc J. Schiller in conjunction with CIO Insight reveals that IT professionals are ready to stand up and say: “Show me the money.”
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Pity the poor CIO, trying your best to get your arms around threatening social media concerns such as data security and confidentiality as this new reality impinges upon enterprise technologies. Even as you’re trying to bar the doors, you’re being pushed by stakeholders from across your organization to create a social enterprise.
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Mobile computing allows us to eliminate the barriers of time and place so we can be productive when we are ready to engage. It also allows us to carry the information we need to succeed in our pockets (or on our belts/hips/purses/etc.). While tremendous progress has been made to date, there are still some issues we need to work out before we can throw away our big clunky computers.
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The cloud services agreement is a complex issue in today’s environment. Many such agreements are effectively nonnegotiable, and you should use caution trusting vendors with mission-critical functions or sensitive company data.
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Norm Fjeldheim, Qualcomm’s SVP and CIO, shares his views on the company’s approach to “everything as a service” (XaaS), the rationale for choosing this strategy, the challenges he met along the way and the value he has garnered for his company.
Expert Voices 
