N2Growth Blog

JUNE 27, 2016

CIOs become Aggregators of Business Capabilities : What does the CIO do, when there’s no Big IT to manage? Once more, these data storytellers, can organize and present their findings in compelling ways that serve to engage and inspire, raising them to the level of business strategists.

CIO 154

CIO Power Storytelling Technology 154

First Friday Book Synopsis

OCTOBER 6, 2013

I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS Out Think: How Innovative Leaders Drive Exceptional Outcomes G. Shawn Hunter The Wisdom of Titans: Secrets of Success from Entrepreneurs Who Rose to the Top William Ferguson The CIO Paradox: Battling the Contradictions of IT Leadership […].

Wiseman 75

Wiseman CIO McKinsey Blog 75

The Horizons Tracker

JUNE 7, 2022

For instance, Singapore is regularly at the top of the Smart City Index , and a common feature of those at the top of these rankings is that they were also able to effectively manage the pandemic via smart technologies. A smarter normal.

GDP 143

GDP Technology Policies Engineering 143

N2Growth Blog

MARCH 31, 2011

What a sad commentary on the state of equity markets, since it’s the best way for an investor to manage the risk surrounding their investment. I probed further to ask if they considered holding similar events for the CFOs, CIOs, CSOs, CTOs, CMOs, etc. of their portfolio companies.

Influence 295

Influence Due Diligence CIO Business Model 295

Harvard Business Review

JULY 30, 2013

Enterprise IT as we have known it is rapidly becoming obsolete, and the traditional role of the CIO is increasingly irrelevant. Therefore, the CIO''s role must shift from protecting and defending the status quo to embracing and extending new innovative capabilities. And if you don''t do it, someone else will. The New Role.

CIO 8

CIO Innovation Technology Wireless 8

Harvard Business Review

MARCH 3, 2011

Five years ago, Chief Information Officers (CIOs) were on top of the world. However, a global recession and the inability of CIOs to deliver on business value have tarnished their status. Today's CIOs are under pressure to deliver on requests for innovation, cost reduction, connectivity, and a growing demand for business intelligence.

CIO 15

CIO Chief Information Officer Budgeting Technology 15

Harvard Business Review

APRIL 25, 2011

Those are the kinds of questions that CIOs get all the time. Most CIOs don't like being cast in the role of corporate psychic, but there's nothing they can do about it. So CIOs should avoid relying on just one source, no matter how well respected, and widen the range of events they attend.

CIO 14

CIO Venture Capitalist Chief Information Officer Conference 14

Harvard Business Review

MAY 2, 2013

Only a small percentage came up with anything that was truly innovative. Tomorrow''s businesses will have a very different make-up, and the CIO must lead the charge in the face of these changes. The role of management can be broadly thought of as the processes that tie these components together to produce value.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

JULY 17, 2013

The CIO paradox is a set of contradictions that lies at the heart of IT leadership. Stay secure and boost innovation. Many CIOs have buckled under the CIO paradox, while others have managed to be effective despite it. The IT function is not easy to manage. Be strategic and operational. Sell the foundation.

CIO 8

CIO Technology Storytelling Strategic Planning 8

Strategy Driven

JULY 3, 2019

The enterprise architecture should manage changes in the architecture, but input by other employees should be appreciated. This approach is developed by Aloys Kregting, who was entitled as CIO of the year twice. The first mode concerns security and accuracy, whereas the second mode concerns innovation, which is less structured.

Enterprise Architecture 50

Enterprise Architecture Process Decentralization Agility 50

Harvard Business Review

AUGUST 2, 2013

CIOs who do great things in leading IT soon gain extra responsibilities. By helping business leaders to improve their businesses, the CIO becomes an obvious candidate to fill any open role that involves technology, process, or strong governance. Some CIOs become CIO-Plus-COO or CIO-Plus-Head of Shared Services.

CIO 8

CIO Technology Apparel Information Technology 8

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. Talent management is critically important. I want to spend more of my time on continuous improvement and innovation.

CIO 8

CIO Hamel Webinar Talent Management 8

Harvard Business Review

JULY 19, 2013

IT is not something that can be managed from a box on the organizational chart. Just look at what most do: They appoint a CIO and give him or her a budget and a mandate to get on with it! So what can a CIO be held responsible for? What is clear is that they are not the sole responsibility of the CIO. Technology?

CIO 8

CIO CAPEX Budgeting CRM 8

Harvard Business Review

AUGUST 27, 2013

Managing this rapid change and fostering innovation while "keeping the trains running on time" is the primary leadership role required of any CIO, new or old. These are core tenets that all CIOs need to hold close. Generate Room for Innovation.

CIO 8

CIO Positioning PPM Information Technology 8

Strategy Driven

AUGUST 27, 2015

It may seem an obscure data management distinction, but this shift toward collecting unstructured data – which is a large part of what Big Data is all about – is sending shock waves across traditional organizations. In short, there is a lot more to doing business in the Big Data world than simply collecting and analyzing more data.

CIO 50

CIO Technology CRM Competitive Advantage 50

Harvard Business Review

MAY 6, 2013

There is a marked dissonance between CIOs and the C-suite — a fact that we uncovered in new research conducted with HBR, The Economist, CEB, and TNS Global. We have identified the problem , which is that CEOs believe that the CIO does not understand or help with the CEO''s issues and the needs of the business.

CIO 8

CIO Hamel Technology Tactics 8

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.

CIO 8

CIO Crisis Competitive Advantage Webinar 8

Skip Prichard

JUNE 24, 2021

The long-time CIO of Google, Ben Fried, indicated that the way in which that company has maintained its entrepreneurial spirit despite growing into a behemoth has been its ability to attract and retain people who are comfortable with and even drive change, even if it means cannibalizing what has worked in the past.

Company 100

Company How To Core Competence Venture Capitalist 100

Harvard Business Review

NOVEMBER 9, 2012

In fact, recent research [PDF] conducted by the CMO Council, suggests that this process should start with the Chief Marketing Officer (CMO) and the Chief Information Officer (CIO). A recent study (also from IBM) indicates that more than 70% of CMOs feel they are underprepared to manage the explosion of data and "lack true insight.".

CIO 8

CIO Chief Information Officer Norton Technology 8

Harvard Business Review

AUGUST 29, 2013

However, a survey just conducted by Accenture Interactive (see The CMO-CIO Disconnect ) points to a downright unhealthy relationship in many C-Suites which can do nothing but damage to firms. To begin to mend the CMO-CIO relationship, it''s important to understand the source of each side''s frustrations.

CIO 8

CIO Chief Information Officer Marketing Technology 8

Harvard Business Review

APRIL 29, 2013

New research, conducted with HBR, The Economist , CEB, and TNS Global, reveals that CEOs believe CIOs are not in sync with the new issues CEOs are facing. CEOs also tell us that CIOs do not understand where the business needs to go and how IT should support strategic goals. The nature of the workforce and management is shifting.

CIO 8

CIO CEO Outsourcing Agility 8

Harvard Business Review

MARCH 25, 2013

That's "exactly opposite of what the vast majority of executives today would do," writes Jeffrey Phillips in the blog Innovate on Purpose. We are simply too busy to innovate, and what's worse, we seem to enjoy the busyness over the contemplation necessary for innovation. Users Want Mobile Apps, Not Mobile Websites (CIO Insight).

Innovation 22

Innovation Forrester CIO Self-aware 22

Chartered Management Institute

MAY 15, 2012

When managers talk about social media the debate still seems to revolve around external uses of social technologies. This is typified by the kind of debate I participated in for Professional Manager back in February that asked whether social media was a waste of time. The Six Principles of Collaboration.

CIO 76

CIO Media Participative Consensus 76

Modern Servant Leader

NOVEMBER 18, 2010

Why Technology Managers Make Great Leaders. How to Handle a Seagull Manager. Do You Have a “Seagull Manager”? Task Prioritization and Time Management – John Maxwell Style. Innovation. Management. Project Management. Time Management. Inverted Pyramid of Project Success.

Servant Leader 150

Servant Leader Leadership Microfinance Discount 150

Harvard Business Review

SEPTEMBER 17, 2013

Innovation is always infectious. But our recent research has taught us a lot about how management innovations can travel — in this case, from Silicon Valley tech sector companies known for their experimentation and agility in information technology (IT) management to the much older Bay Area companies who are their neighbors.

Innovation 8

Innovation CIO Agility Venture Capitalist 8

CEO Insider

DECEMBER 8, 2022

As a sales manager or company owner, embracing the remote selling trend is imperative. According to an October 2022 Zippia study, 26% of U.S. employees work remotely, and remote jobs make up 15% of all work opportunities. It also mentions that sales are one of the top industries for remote workers. While doing so, there […].

Succession 117

Succession How To Magazine Trends 117

Harvard Business Review

SEPTEMBER 24, 2014

Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success. The problem is, this instinct crowds out longer term, innovative thinking.

Budgeting 12

Budgeting Innovation Disruptive Innovation Six Sigma 12

N2Growth Blog

DECEMBER 7, 2010

Share and Enjoy: View Comments [link] Stuart Oliver: Entrepreneur, Interim CIO, Technology COO, Strategist, » Blog Archive » To blog or not to blog [.] Mike Myatt from N2Growth has this interesting blog entitled “To blog or not to blog“ [.] link] Swiecki’s Blog » Tech-blog Carnival Edition 2 [.] I Think Not.

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Blog Content Media Brand 305

Harvard Business Review

AUGUST 22, 2013

Most CIOs will tell you that they have no shortage of ideas to invest in — the hard part is whittling down to the right ones. Push that a bit further and what most CIOs say is that those ideas are in the form of project requests from business partners. Google''s CIO on How to Make Your IT Department Great. IT management'

Innovation 8

Innovation CIO ROI CTO 8

Harvard Business Review

MAY 30, 2013

Many IT leaders are now at the forefront of business model enablement, organizational architecture, management practice, and innovation. But stepping into the role of strategic visionary and business driver requires CIOs to have a dramatic new conversation with their C-suite colleagues. Video Management. Video Platform.

CIO 8

CIO Hamel Webinar Video 8

Harvard Business Review

MARCH 25, 2013

That's "exactly opposite of what the vast majority of executives today would do," writes Jeffrey Phillips in the blog Innovate on Purpose. We are simply too busy to innovate, and what's worse, we seem to enjoy the busyness over the contemplation necessary for innovation. Users Want Mobile Apps, Not Mobile Websites (CIO Insight).

Innovation 8

Innovation Forrester CIO Self-aware 8

Harvard Business Review

MARCH 22, 2016

For example, the finance department approves what to buy, facilities maintains equipment, HR tells employees how to conserve energy, and marketing manages the company’s corporate sustainability reporting. Managing utilities has also become more complex as the energy landscape has evolved. At best, it can manage costs.

Company 8

Company Management CIO Energy 8

Harvard Business Review

MAY 23, 2012

The recent disclosure of a multi-billion dollar trading loss at JPMorgan Chase reminds us again of the challenge and complexity of risk management, the subject of our June 2012 HBR article, "Managing Risks: A New Framework." Each requires customized risk management processes. The compliance-oriented risk manager of a failed U.K.

Risk Management 9

Risk Management CIO Management Banking 9

Harvard Business Review

AUGUST 8, 2013

But massive disruptions in business models, technology, and the work force have been throwing up massive new challenges for CIOs and other technology leaders. Consequently, CIOs and business leaders with a technology focus face more cacophony and challenge than ever before. Many CIOs are of course already well aware of all this.

CIO 8

CIO Succession Fast Follower Chief Information Officer 8

Harvard Business Review

AUGUST 14, 2013

These three change accelerators are what lie behind today''s avalanche of business transformation, and they are directly affecting the roles of CIO and CTO. And, just as the CIO''s role needs to change, so too does the CTO''s—from Chief Technology Officer to Chief Transformation Officer. That''s a huge shift.

CTO 8

CTO CIO Chief Technology Officer Chief Information Officer 8

Harvard Business Review

MAY 29, 2017

Back in 2007, only 40% of CIOs were involved in strategic planning; now they’re regarded as some of the most integral members of the C-Suite. These are worthy goals, of course, but it also means there’s less priority being placed on innovating and implementing the latest technologies into their products.

CIO 11

CIO Survey Strategic Planning Technology 11

Harvard Business Review

DECEMBER 4, 2013

Much as war is too important to be left to the generals, the business of network effects is too valuable to be entrusted to the CMOs and CIOs. But managing network effects as technology byproducts is a bit like treating cars as extensions of internal combustion engines; technically accurate, yes, but missing the larger purposes and points.

Management 8

Management Supply Chain CIO Core Competence 8