Harvard Business Review

AUGUST 27, 2013

Perhaps the most exciting (and challenging) aspect of working in a progressive IT organization is the pace of technological change. I fundamentally believe that these need not be mutually exclusive goals. It requires that IT staff — and our customers — are continuously learning.

CIO 8

CIO Positioning PPM Information Technology 8

Strategy Driven

DECEMBER 3, 2019

These revolutionary developments required equally revolutionary changes, including more truly global firms, whole new industries, new ways of organizing enterprises (think first GM and then GE), new ways of working (email, virtual global teams), and more. We need it whether we are transforming, adding to, or combining a digitized environment.

Agility 65

Agility Banking Supply Chain CTO 65

Harvard Business Review

DECEMBER 13, 2017

A PM with a high EQ has strong relationships within their organization and they have a keen sense of how to navigate both internal and external hurdles to ship a great product. Pro: Engineering can focus on coding without a lot of distraction; this tends to work well for Waterfall development shops with long lifecycles.

Productivity 8

Productivity Products Core Competence Management 8

Harvard Business Review

JULY 23, 2013

The day-to-day financial activity within the organization is then executed by management and staff, who shoulder the responsibility — delegated to them by the enterprise as part of their job — to account for funds, both incoming and outgoing. They have remained, instead, CTO''s. Think like a parent.

CIO 8

CIO CFO Zero Based Budgeting Chief Technology Officer 8

Harvard Business Review

AUGUST 6, 2015

“When you’re a technical expert, you know your value to the organization,” says Wanda Wallace, President and CEO of Leadership Forum and author of Reaching the Top. In yesterday’s organization, the boss was the teacher and the employees were there to learn and do as they were told. ” Get informed.

Management 8

Management How To CTO Mentor 8

Harvard Business Review

AUGUST 20, 2013

Leaders equate risk with potential failure, so organizations have morphed into hierarchical, fixed systems to constrain variability within an acceptable range that has become progressively narrower. It also comes from not adequately considering the organization''s energy, skill, and policies to accomplish the project.

Dunning 8

Dunning Project CTO Innovation 8

Harvard Business Review

MAY 13, 2015

Brands that are extending their digital storefronts into the physical world, like Birchbox, Warby-Parker, and Bonobos are well poised to explore how customization might materialize in a brick-and-mortar environment. But brands will also have to look internally to rethink the way they themselves organize and operate. ” Data.

Brand 8

Brand Disintermediation Media Metrics 8

Harvard Business Review

FEBRUARY 4, 2014

But no one was sure what to cut and what to keep because the goals had not been clearly enough defined. A successful partnership, therefore, begins with the CMO being able to define business goals, use cases, and specific requirements of any data or analytics initiative. The solution? Cut back the scope. Bring complete transparency.

CIO 8

CIO Budgeting Enterprise Architecture Marketing 8