Articles

 

  • Selecting Strategic Partners in Crafting the Technology Roadmap

    As competitive threats and new business models continue to emerge, it's imperative for CIOs to develop a technology roadmap that is agile enough to address the enterprise's business needs three, five, or even ten years down the road. As part of these efforts, and as IT infrastructures and technology requirements have become more complex, it has also become mandatory for CIOs to establish and nurture partnerships with technology companies which expand beyond historical contractual boundaries.

  • Making the Transition to Digital Transformation

    If digital transformation isn't at the core of your organization's business strategy, it should be. As a growing volume of consumers and other businesses increase their use of digital channels to conduct research on products and services and to complete transactions, digital business opportunities are skyrocketing for enterprises across vertical industries.

  • Winning the War for Cybersecurity Talent

    Given the mounting organizational costs and impact that cyber security breaches can have on the enterprise, the CIO is being held to a higher standard when it comes to managing and monitoring security for the enterprise. Protecting the enterprise against cyber threats includes having the right personnel and skills in place to detect and respond effectively to known or suspected dangers.

  • Explaining Differences in Cloud Models - And Why They Matter - to the Board

    Cloud computing is a broad term that covers a range of services. As CIOs and IT professionals are aware, there are public, private, and hybrid clouds. While many technology professionals understand the differences and benefits of various cloud types, most business executives and board members aren't even aware that there are different cloud models to choose from.

  • Responding to Disruption

    From consumer financial services to media and transportation, digital disruption is altering the business landscape dramatically. To date, leaders of long-standing companies have responded to digital disruption in one of three ways, according to PwC.

  • Rethinking Career Development for Millennials

    Digital disruption is forcing companies to support new ways to communicate with customers and CIOs to harness new IT skills and capabilities from their workforces. For CIOs, Millennials represent a sizeable portion of IT staffers who either already have these skills or require additional training to strengthen these skill sets.

  • Leading by Example

    As the head of the IT organization, the CIO also sets an example for the rest of the group. A CIO isn't a leader because of his or her title but based on the actions that he or she takes. This includes how the CIO handles decision-making, whether they act decisively, listens to and acts on input from managers and staff, and how they communicate the actions that have been taken.

  • Positioning Predictive Modeling for Improved Profitability

    Companies continue to invest heavily in Big Data and analytics. Following security (82%) and cloud investments (62%), CIOs cite Big Data analytics as the top driver for IT spending in 2016, according to Nomura Holdings' CIO Survey. As senior executives become better acquainted with the potential that Big Data analytics have to offer, they're increasingly looking to drive higher ROI from these investments.

  • Bracing for Internet of Things Business Models

    New applications being ushered by the Internet of Things (IoT) are creating incredible opportunities for companies of all types and sizes to fashion new business models. For instance, tire makers Pirelli and Michelin are embedding their tires with sensors that are allowing the two companies to collect data about vehicle performance and road conditions. This information is then passed along to drivers and to the vehicle's telematics system as a means of improving safety and efficiency.

  • Driving Business Transformation via Process Revolution

    HMG Strategy agrees on three core elements that are required for driving transformational change: people, processes, and technology. There are also technological components involved in achieving transformation, including the distinctive ways that CIOs are leading digital disruption. While each of these competencies is essential for success, processes are often the mysterious ingredients that harmoniously bind the other elements together.

  • Raising Cyber Security Awareness Among CEOs

    KPMG recently surveyed more than 1,200 CEOs from some of the world's largest companies to get a handle on their biggest concerns. 86% of CEOs said their biggest fears involve the loyalty of their company's customers. 72% of business chiefs say they're struggling to keep up with new technologies, while 66% say they're concerned with the relevance of their company's products and services. These results suggest that "cyber security" hasn't yet received the magnitude of apprehension that it should.

  • Moving the Enterprise Forward via Next-Gen Cloud Technologies

    One of the greatest things about cloud computing is the scalability and flexibility it offers to businesses. Whether it's the ability to receive automated software updates (and freeing IT staff from system maintenance) to increased collaboration opportunities with far-flung company teams and business partners, the cloud offers companies incredible opportunities to share information and transform the business while reducing hardware, software, and support requirements.

  • Leveraging the Internet of Things for Disruption Today

    The Internet of Things (IoT) offers businesses new ways to expand relationships with customers and to improve operational efficiency. For instance, Samsung has introduced a smart refrigerator that takes a picture of the contents each time the door closes. The image can be sent to a homeowner's smartphone to remind them when items need to be replaced.