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

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.

CIO 8

CIO CEO Outsourcing Agility 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 [.]

Blog 345

Blog Content Media Brand 345

Leading Blog

NOVEMBER 3, 2023

That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. The biggest challenge for companies when it comes to operational excellence is siloed behavior. Recall how the U.S.

Industry 269

Industry Stage-Gate Organization Company 269

Harvard Business Review

JULY 19, 2017

Without building on the basis of a digital operating model, there is no way to ensure alignment among a company’s digital initiatives. Operational excellence, customer intimacy, or product leadership — successful companies excel in one dimension and perform well in the others.

Technology 8

Technology CIO Content Customer Intimacy 8

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

Leading Blog

MARCH 18, 2011

[As a leader], you—not the IT department, nor the VP of IT, nor the chief information officer (CIO)—must understand, drive and be accountable for how technology is structured in order to reach the strategic goals of the operation….Technology Younger generations will not operate like the current generation of leaders ….If

Chief Information Officer 279

Chief Information Officer CIO ROI Technology 279

Harvard Business Review

SEPTEMBER 24, 2014

Here’s the scene: A problem has come up with one of your supply chain vendors, threatening to delay timely shipment of your product. At the same time, a potential opportunity appears that, with some exploration and investment, could lead to a new generation of products down the road. Which do you respond to first?

Budgeting 13

Budgeting Innovation Disruptive Innovation Six Sigma 13

Harvard Business Review

NOVEMBER 24, 2017

An entire industry now exists to train us humans to be smarter in how we operate computers, and yet the number of cybersecurity incidents continues to rise. Most importantly, the training can help leaders be much more effective in overseeing chief information officers (CIOs), and chief information-security officers (CISOs).

Training 9

Training CIO Chief Information Officer Information 9

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. The Future of Operations.

Constraint 8

Constraint Supply Chain Resources Operations 8

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

FEBRUARY 17, 2016

Clearly, business managers and CIOs are lagging. How and will the GE corporate culture incorporate the power to “informate” its products, services, and solutions for business customers to grow the bottom and top lines of the company globally for shareholders in the next five years? Transforming legacy IT.

Technology 8

Technology CIO Maturity Information 8

Harvard Business Review

AUGUST 21, 2013

In order to see the future more clearly, it''s almost always helpful to look back — and this certainly goes for IT and its ever-increasing impact on operations, and ultimately on competitive advantage. It told how American Airlines and others had introduced systems to help their customers choose their products and services.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

MAY 16, 2011

Companies that operate as a collection of silos commit the cardinal sin of underperforming relative to the resources they have invested. At the oil giant BP a few years back, efforts to promote collaboration across the many operating business were so successful that employees over-collaborated. Under-collaboration.

CIO 15

CIO Consensus Bottom-up Organizational Behavior 15

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. In other words, opportunistically managing collective intelligence is not enough; smart leaderships need to rethink how to collectively manage collective intelligence.

Management 8

Management Supply Chain CIO Core Competence 8

Harvard Business Review

JUNE 23, 2017

Make sure leadership teams are fully immersed in defining and setting expectations across the entire organization. Leadership teams must recognize that being successful will take courage, because once they embark on the journey, the insights from data analytics will often point to the need for decisions that could require a course correction.

Organization 8

Organization How To Supply Chain Technology 8

Harvard Business Review

FEBRUARY 15, 2012

More often than not, when organizations shuffle the deck in anticipation of a new strategy or product cycle, the experience is dislocating, dispiriting, and dehumanizing. They call it a "WeOrg" — and their story offers up a playbook for any organization looking to inject more freedom and self-regulation into its operations.

Bureaucracy 12

Bureaucracy Company Agility CIO 12

Harvard Business Review

JANUARY 19, 2018

The existing management team had not addressed a range of issues, including required changes to store sizes, the product range, and which geographies the company focused on. the danger that the newcomer will clash for political or personality reasons with members of the leadership team).

Strategy 8

Strategy Chief Financial Officer Short-term Chief Information Officer 8

Harvard Business Review

JULY 14, 2017

They grow faster, make more money, and are more valued than companies organized around products and services. A production process turns inputs into outputs and distributes them through a tightly controlled supply chain. Value is in the products and services themselves. We normally think of people as something to be managed.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 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

DECEMBER 5, 2013

The two major players didn’t share priorities: CMS prioritized the October 1 st deadline above operability. And the New York Times lists “weak leadership” at Medicare as another complicating factor. The predictable traps described above can be avoided with four leadership actions: Set compelling, but realistic, expectations.

Company 8

Company Telecommunications CIO Learning-by-Doing 8

Harvard Business Review

FEBRUARY 8, 2018

This means that many emerging market risks get cut from the senior leadership agenda. They did not spend as much time thinking about local events that have implications for their emerging market operations. They devote far more time to internal execution and competitive risks than to external risks that can change the playing field.

Market Risk 9

Market Risk Marketing Supply Chain Company 9