Harvard Business Review

JUNE 24, 2014

IT systems need constant tweaking, updating, or replacing, or else they become an inefficient drag on the organization. While organizational culture issues took center-stage, the agency’s antiquated systems for personnel management, appointment booking, and medical histories probably made things worse.

CIO 8

CIO Health Care Metrics Software 8

Harvard Business Review

DECEMBER 5, 2016

Every CIO I meet tells me that they are excited at the potential of analytics for their business. This focus on function, for instance, may result in recent sales being stored in different systems from historical sales, thus presenting an immediate barrier to boosting sales through personal product recommendation.

Competitive Advantage 8

Competitive Advantage Software CIO Analysis 8

Harvard Business Review

FEBRUARY 15, 2012

How do we reduce the performance drag of top-heavy management structures, replace "manager-management" with a more agile self- or peer-management, and create a vibrant social system in the process? Tokyo-based insurance company Tokio Marine Nichido Systems (TMN) took an earnest, homespun approach to radical transformation.

Bureaucracy 11

Bureaucracy Company Agility CIO 11

Harvard Business Review

JANUARY 14, 2015

I call this phenomenon “executive brownout” and the details of El-Erian’s departure (not to mention more recent reporting on the conduct of his co-CIO Bill Gross, who has also since resigned) only confirmed my opinion that he was very likely suffering from it.

CIO 8

CIO CFO Crisis Execution 8

Harvard Business Review

NOVEMBER 26, 2013

I keep thinking of the health-care IT professionals I’ve worked with for much of my career and how they must be dreading the long, rough road that lies ahead for them. With time to plan, we knew we needed to engage the staff in thinking creatively about how best to reorganize IT operations to optimize available resources.

Tips 8

Tips Health Care Budgeting CIO 8

Harvard Business Review

AUGUST 7, 2017

This means that companies must leave behind traditional models of proprietary systems, rigid processes, and reliance on a few longtime partners and move toward models that embrace open and flexible structures in which partners can solve business problems together. The reason?

Succession 8

Succession ROI Technology Operations 8