Harvard Business Review

SEPTEMBER 9, 2014

Almost any enterprise you can think of, no matter the industry or sector, is trying (or being pressured by competitors) to use new technology to harness the vast new oceans of data being generated by smartphones, sensors, digital cameras, GPS devices, and myriad other sources of information originating from customers and markets.

Technology 8

Technology Metrics Budgeting CIO 8

Harvard Business Review

OCTOBER 3, 2018

At one point, the CEO indicated that he would know that the right shift had occurred when the CFO, chief strategy officer, and other C-level leaders were seeking the CMO’s advice on strategic business problems. “I needed to earn the right to be invited into key, firm-level strategic decisions.”

CFO 8

CFO CEO Agility Marketing 8

Harvard Business Review

AUGUST 15, 2013

For a brief period, as they were being built into the infrastructure of commerce, all these technologies opened opportunities for forward-looking companies to gain real advantages. Nor do they understand the CIO''s role or, typically, the technologies that the company deploys. IT isn''t somebody else''s job, it''s ultimately theirs.

CEO 8

CEO CIO Technology CFO 8

Harvard Business Review

JULY 21, 2016

The findings show that fewer than half of analytics programs met initial return-on-investment (ROI) goals. But poor ROI is only part of the story. This is about more than technology. As one financial services CFO told us, “Our mental models were so rigid that even how we thought about data itself needed to be challenged.

CEO 8

CEO Competitive Advantage ROI CFO 8

Harvard Business Review

SEPTEMBER 28, 2012

Truly strategic leaderships — and their boards — should treat Brin's "worst idea" as their most provocative thought experiment for revisiting how they recognize and value data. That's the essence of the Big Data business case. But that mind-set's simply too focused and operational.

Hedge 15

Hedge Core Competence CFO McKinsey 15