Harvard Business Review
SEPTEMBER 14, 2018
At that point, it’s important to take back responsibility for certain tasks to insure you’re providing your team the guidance and structure they need. One CTO I coached realized he’d been delegating too much because he no longer had proper visibility into what his teams were working on. Take on a symbolic project.
Harvard Business Review
AUGUST 16, 2013
Recent, well-documented examples include Progressive Insurance''s use of predictive modeling in the property and casualty insurance space and the many industrial manufacturing companies that are generating almost all their margin and profit from after-sale, value-added services based on information generated by embedded sensors.
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Harvard Business Review
AUGUST 26, 2013
As Markus Nordlin , CIO of global insurer Zurich , explains: "I believe that the successful leaders of tomorrow, in any business or industry, are going to be true hybrid professionals who have spent some time in IT but have shifted to operations and vice-versa.". The New CTO: Chief Transformation Officer. IT Doesn''t Matter (to CEOs).
Harvard Business Review
FEBRUARY 4, 2014
At Nationwide, a global insurance company, the CMO and CIO host a dinner for their leaders each quarter with the explicit goal of building camaraderie and trust within their teams. The CMO and CIO (and potentially the CTO) must bring complete transparency to the process. Bring complete transparency.
Harvard Business Review
JUNE 17, 2015
Charlie Hill , Distinguished Engineer and CTO, IBM Design, told us, “To deliver fundamentally different and better user experiences, designers want to take a step back and observe users actually doing their jobs. With this approach, cross-functional teams quickly develop prototypes to bounce off of customers.
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