Harvard Business Review

JANUARY 13, 2011

Companies love to stretch out their investments in existing technology as long as possible, a policy whose faulty logic I recently rediscovered in my role as CIO. That's because, like many CIOs, I hate buying technology that loses a significant part of its value as soon as it's delivered.

Technology 15

Technology CIO CFO TCO 15

Harvard Business Review

JUNE 16, 2015

He told me about the days, decades ago, when he first ran into a new breed of executive and thought, “What the heck is a CIO?” But a high-performing organization should do much more than that: Supply chain and operational execs should be ready to shift production and logistics very quickly from one region to another.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

JULY 26, 2013

More humbly, incompatible communications networks and a less-than-proactive IT department drove a company''s supply chain and procurement teams to use LinkedIns, private Tweets and cut-and-paste Sharepoints to quickly coordinate go-to-market product changes with key vendors. Are We Asking Too Much of Our CIOs?

Media 8

Media Power CIO Supply Chain 8

Harvard Business Review

JULY 14, 2017

A production process turns inputs into outputs and distributes them through a tightly controlled supply chain. As an example, hotel chains like Marriott or Hilton create value chains that deliver rooms and related services to their customers. The traditional way of thinking about value creation is linear and incremental.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8