Remove CFO Remove Information Technology Remove Innovation Remove Management
article thumbnail

The Building Blocks of Successful Corporate IT

Harvard Business Review

The persona of the next-generation CIO is evolving from Chief Infrastructure Officer through Chief Integration Officer and Chief Intelligence Officer to Chief Innovation Officer. For a CIO or other technology leader to make the move successfully from infrastructure to innovation, three key building blocks must be in place.

CIO 8
article thumbnail

How CMOs Can Work with CIOs to Gain Customer Insight

Harvard Business Review

And although there are a myriad of analytical tools for generating this kind of information, CMOs are struggling to convert data into consumer insight they can use. 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
Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

What If Google Had a Hedge Fund?

Harvard Business Review

Google Trends is fast becoming an indispensable tool for many analysts who believe — as Brin does — that the wisdom (and/or delusions) of googling crowds can successfully inform investment strategies worldwide. Google, of course, is hardly the only digital juggernaut supersaturated in an embarrassment of informational riches.

Hedge 15
article thumbnail

Are We Asking Too Much of Our CIOs?

Harvard Business Review

But too many organizations are stretching their Chief Information Officers (CIO) too thin. CIOs are being tasked with managing internal business systems, cloud-based services, big data innovation, data security, and the 24x7 needs of global customers who access company data on personal devices. Exploit IT for Strategic Benefit.

CIO 8
article thumbnail

Uniting the Religions of Process Improvement

Harvard Business Review

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). In some of these companies, senior managers were dubious about the claims.