Strategy Driven

JULY 3, 2019

The enterprise architecture should manage changes in the architecture, but input by other employees should be appreciated. This approach is developed by Aloys Kregting, who was entitled as CIO of the year twice. The first mode concerns security and accuracy, whereas the second mode concerns innovation, which is less structured.

Enterprise Architecture 50

Enterprise Architecture Process Decentralization Agility 50

Harvard Business Review

JULY 17, 2013

The CIO paradox is a set of contradictions that lies at the heart of IT leadership. Stay secure and boost innovation. Many CIOs have buckled under the CIO paradox, while others have managed to be effective despite it. The IT function is not easy to manage. Be strategic and operational.

CIO 8

CIO Technology Storytelling Strategic Planning 8

Harvard Business Review

MAY 2, 2013

Only a small percentage came up with anything that was truly innovative. Tomorrow''s businesses will have a very different make-up, and the CIO must lead the charge in the face of these changes. The role of management can be broadly thought of as the processes that tie these components together to produce value.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

AUGUST 2, 2013

CIOs who do great things in leading IT soon gain extra responsibilities. By helping business leaders to improve their businesses, the CIO becomes an obvious candidate to fill any open role that involves technology, process, or strong governance. Some CIOs become CIO-Plus-COO or CIO-Plus-Head of Shared Services.

CIO 8

CIO Technology Apparel Information Technology 8

Harvard Business Review

AUGUST 27, 2013

Managing this rapid change and fostering innovation while "keeping the trains running on time" is the primary leadership role required of any CIO, new or old. These are core tenets that all CIOs need to hold close. Generate Room for Innovation.

CIO 8

CIO Positioning PPM Information Technology 8

Harvard Business Review

JULY 15, 2013

Our research, conducted in partnership with Harvard Business Review, The Economist, CEB (formerly the Corporate Executive Board), Intel, and TNS Global, finds that corporate leadership has lost confidence in the CIO as a strategic partner and views IT as a commodity rather than a difference-maker.

CIO 8

CIO Crisis Competitive Advantage Webinar 8

Harvard Business Review

MAY 6, 2013

There is a marked dissonance between CIOs and the C-suite — a fact that we uncovered in new research conducted with HBR, The Economist, CEB, and TNS Global. We have identified the problem , which is that CEOs believe that the CIO does not understand or help with the CEO''s issues and the needs of the business.

CIO 8

CIO Hamel Technology Tactics 8

N2Growth Blog

DECEMBER 7, 2010

Share and Enjoy: View Comments [link] Stuart Oliver: Entrepreneur, Interim CIO, Technology COO, Strategist, » Blog Archive » To blog or not to blog [.] Mike Myatt from N2Growth has this interesting blog entitled “To blog or not to blog“ [.] link] Swiecki’s Blog » Tech-blog Carnival Edition 2 [.] I Think Not. Our Freedom.

Blog 321

Blog Content Media Brand 321

Harvard Business Review

APRIL 29, 2013

New research, conducted with HBR, The Economist , CEB, and TNS Global, reveals that CEOs believe CIOs are not in sync with the new issues CEOs are facing. CEOs also tell us that CIOs do not understand where the business needs to go and how IT should support strategic goals. The nature of the workforce and management is shifting.

CIO 8

CIO CEO Outsourcing Agility 8

Harvard Business Review

SEPTEMBER 24, 2014

Leaders and organizations are under more stress than ever to do two things simultaneously: deliver on today’s pressing commitments by troubleshooting and refining processes; and find and invest in innovation opportunities that will create tomorrow’s success. The problem is, this instinct crowds out longer term, innovative thinking.

Budgeting 12

Budgeting Innovation Disruptive Innovation Six Sigma 12

Harvard Business Review

AUGUST 22, 2013

Most CIOs will tell you that they have no shortage of ideas to invest in — the hard part is whittling down to the right ones. Push that a bit further and what most CIOs say is that those ideas are in the form of project requests from business partners. Google''s CIO on How to Make Your IT Department Great. IT management'

Innovation 8

Innovation CIO ROI CTO 8

Harvard Business Review

DECEMBER 4, 2013

Much as war is too important to be left to the generals, the business of network effects is too valuable to be entrusted to the CMOs and CIOs. But managing network effects as technology byproducts is a bit like treating cars as extensions of internal combustion engines; technically accurate, yes, but missing the larger purposes and points.

Management 8

Management Supply Chain CIO Core Competence 8

Harvard Business Review

AUGUST 18, 2017

When we talk about “learning to love your job” or “managing yourself,” it’s often in the context of junior or midlevel roles. Jim Fowler and Jeff Smith talked about peripheral vision in relation to the chief information officer role (Fowler is currently CIO at General Electric, and Smith was formerly CIO at IBM).

Execution 14

Execution CIO Chief Information Officer Learning-by-Doing 14

Harvard Business Review

APRIL 25, 2013

Over the last two years, we have been engaged in primary research with The Harvard Business Review, The Economist, CEB (formerly known as the Corporate Executive Board), Intel, and TNS Global in an attempt to paint a picture of how the role of the CIO and the IT department is changing. CIOs today must adapt or risk being marginalized.

CIO 8

CIO ROI Agility Information Technology 8

Harvard Business Review

AUGUST 21, 2013

Similar waves of innovative applications of technology (e.g., ERP systems, RFID , knowledge management, business intelligence) have washed over organizations. This trend toward ever more critical reliance on IT is not only transforming the idea and practice of corporate IT, but has disruptive operational implications for every manager.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

AUGUST 9, 2013

When it comes to innovation in industries with strategically narrow windows of opportunities, speed is everything. This quickening pace — what academics and journalists have called innovation on steroids — is beginning to reach IT departments. Innovations were virtually prevented by stifling complexity.

Technology 8

Technology CIO Agility Software 8

Harvard Business Review

JULY 4, 2012

So here it goes: I challenge you to do a two-year, full-time stint in government leadership, and to do it before your 70th birthday. What I discovered, much to my shock, was that at least in this one case, a governor wanted to make hiring decisions based not on politics, but on leadership talent. You might be thinking.

Leadership 12

Leadership CIO Politics Career 12

Harvard Business Review

NOVEMBER 4, 2014

According to CIO Dieter Haban , whose team identified the idea and led product development, “the innovation combines telematics, mobility, central mission control, big data analytics, and a seamless process from the truck to the driver, fleet manager, and ultimately to an authorized service outlet.”.

Engineering 9

Engineering CIO Disruptive Innovation Uncertainty 9

Harvard Business Review

NOVEMBER 4, 2014

According to CIO Dieter Haban , whose team identified the idea and led product development, “the innovation combines telematics, mobility, central mission control, big data analytics, and a seamless process from the truck to the driver, fleet manager, and ultimately to an authorized service outlet.”.

Engineering 9

Engineering CIO Disruptive Innovation Uncertainty 9

Harvard Business Review

AUGUST 26, 2013

Technology innovation is not slowing down or leveling off, but ramping up — and businesses will soon face a barrage of new digital possibilities. IT is already being asked both to industrialize traditional infrastructures and systems fast to save costs, and to innovate customer experiences and operations with new digital technologies.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

FEBRUARY 17, 2016

While consumers are free to pick and choose the technology they will buy, the information they will access, and the degree to which they will network and with whom, managers and employees within companies are more constrained by the processes, structures, functions, systems, and technology the company invests in and deploys over time.

Technology 8

Technology CIO Maturity Information 8

Harvard Business Review

JUNE 25, 2015

What they don’t do well enough is reinvent and innovate. Sure, there are exceptions who are both visionary CEOs and innovators — Steve Jobs and Jeff Bezos, for example — but there are very few companies that can stomach that sort of leadership. Introduce innovation accounting. Where do you look?

Entrepreneur 8

Entrepreneur CTO Business Model CEO 8

First Friday Book Synopsis

DECEMBER 2, 2012

Nolan, and Shannon O’Donnell HR Strategic Project Management SPOMP Leon M. I hope that at least a few of these recent posts will be of interest to you: BOOK REVIEWS The Complete Executive Karen Wright Harder Than I Thought Robert D. Austin, Richard L. Hielkema INTERVIEWS Matthew E. May: Second Interview, Part 1, by Bob [.].

Blog 89

Blog Project Review Execution 89

Harvard Business Review

NOVEMBER 23, 2010

Have you ever met a sales executive or a CIO who said: "Sales is too important to be left to Sales" or "IT is too important to be left to IT"? Its the managers responsibility to lead their employees, manage performance, and provide guidance. Talk to managers, new hires, applicants, and many others. Im sick about it.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

FEBRUARY 15, 2012

We are delighted to announce the winners of the Beyond Bureaucracy Challenge , the second leg of the HBR/McKinsey M-Prize for Management Innovation. And we received a flood of big ideas and game-changing initiatives and experiments from management innovators in all kinds of organizations around the world.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

MARCH 9, 2018

Therefore, no managers should view digital — or any other major technological innovation — as their sure salvation. When investing in a typical strategic change, managers are usually pretty clear about what they want to accomplish and what it will take to get there.

Technology 8

Technology Business Model CEO Marketing 8

Harvard Business Review

JULY 8, 2018

Yeah, so Realize 2030 is our thought-leadership program here at Dell Technologies. And the team was very engaged, but the CIO was not saying anything. So we said to the CIO, is what we’re talking about interesting to you, and he said, “not really.” Stella Low, Dell Technologies.

Technology 8

Technology Industry Content CIO 8

Harvard Business Review

APRIL 16, 2013

If the answers are inconsistent, or don''t reflect leadership''s intended positioning strategy, that can indicate one of two issues. Either there''s a bottom-up communications problem where the messages aren''t connecting with their targets, or there''s a top-down problem where management isn''t clear on what its message is.

Bottom-up 8

Bottom-up Press Release Sample Decentralization 8

Harvard Business Review

JUNE 23, 2017

Make sure leadership teams are fully immersed in defining and setting expectations across the entire organization. Innovate more effectively? The teams should also have the complete support of executive leadership, and their goals should be fully aligned with the business strategy. Jumpstart process and cost efficiency?

Organization 8

Organization How To Supply Chain Technology 8

Harvard Business Review

JULY 25, 2013

It is all well and good — and true — to say that the role and mandate of the CIO are expanding. But too many organizations are stretching their Chief Information Officers (CIO) too thin. Chief "Innovation" Officer: Looking for disruptive technologies to drive innovation. focus and vision. focus and vision.

CIO 8

CIO CFO Chief Information Officer Business Intelligence 8

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?” The issues in each of these buckets require new leadership, or at least a rethinking of it in the highest ranks of companies, and deep operational changes. My father worked at IBM for 35 years.

Constraint 8

Constraint Supply Chain Resources Operations 8

Harvard Business Review

NOVEMBER 11, 2016

But how should you organize your leadership team to best prepare for this coming disruption? Recently, with the evolution of IT and the internet, we saw the rise of CIOs to help companies organize their information. Some chief data officers and forward-thinking CIOs are effectively taking on this role.). Follow history.

CIO 11

CIO Maturity Learning-by-Doing Industry 11

Harvard Business Review

AUGUST 20, 2013

As a result, in recent years, innovative ideas have been stifled and entire industries have fallen into the death spiral of cost/price cutting commoditization. Instead of risk = bad, leaders need to understand that today, calculated risk = innovation, meeting marketplace demands, leapfrogging competition and creating true profit.

Dunning 8

Dunning Project CTO Innovation 8

Harvard Business Review

JULY 20, 2012

Most organizations, however, still view social media as a threat to productivity, intellectual capital, security, privacy, management authority, or regulatory compliance. For example, a grass roots "Shores Stores Group" formed among the more than 100 store managers with stores located in vacation communities. We're not surprised.

Media 16

Media Organization Intellectual Capital CIO 16

Harvard Business Review

DECEMBER 5, 2013

And the New York Times lists “weak leadership” at Medicare as another complicating factor. Managers must make it clear that they understand that excellent performance does not mean not making mistakes — it means learning quickly from mistakes and sharing the lessons widely. Playing the blame game. Let people know to expect them.

Company 8

Company Telecommunications CIO Learning-by-Doing 8

Harvard Business Review

JULY 28, 2011

With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company's transparency and agility. We have fewer top managers now," he said. Did he simply tell people not to micromanage? No boilerplate.

Micromanagement 14

Micromanagement Management Agility CIO 14