Harvard Business Review
JUNE 7, 2013
The findings are sobering: almost half of CEOs view their CIOs as out of step with the business and about the same percentage think IT should be a commodity service, purchased as needed. As Leni Kaufman noted: "I think often people come into a conference room, they come into a meeting, and then they talk IT. Don''t talk IT.
Harvard Business Review
JULY 15, 2013
Our research, conducted in partnership with Harvard Business Review, The Economist, CEB (formerly the Corporate Executive Board), Intel, and TNS Global, finds that corporate leadership has lost confidence in the CIO as a strategic partner and views IT as a commodity rather than a difference-maker.
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Harvard Business Review
FEBRUARY 15, 2016
When I was the chief operating officer at Delta Air Lines, I remember once being asked, “What are you going to do about our morale?” Then watch what happens when they put their energy and talent into whatever role they operate in. Engagement isn’t about being happy. ” My answer? “Nothing.”
Harvard Business Review
SEPTEMBER 24, 2014
He went on to say that the insatiable demands of today’s operational turbulence were robbing him and his organization of ability to invest in the future. We reflected on this, and on the broader context we’ve seen in our work, and created four high-level buckets into which resources and money can be poured: Daily Operations.
Harvard Business Review
JULY 26, 2013
At Fortune''s recent Brainstorm Tech Conference, retired General Stanley McChrystal. observed that technology had fundamentally changed how America''s special operations command managed its special forces warriors. Are We Asking Too Much of Our CIOs? Why Can''t a CIO Be More Like a CFO? Exploit IT for Strategic Benefit.
Harvard Business Review
DECEMBER 5, 2016
Every CIO I meet tells me that they are excited at the potential of analytics for their business. Second, data confers insight and advantage. As you progress in using data in operational and strategic applications, organizational changes will be inevitable.
Harvard Business Review
APRIL 4, 2013
Around the world, P&G managers are conferring in such rooms, with embedded analysts from P&G''s Information and Decision Solutions group aiding their deliberations with Spotfire-enabled visuals. P&G''s CIO Filippo Passerini calls it "getting beyond the what to the why and the how."
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