• Building Relationships Across the C-Suite: Jeff McKibben, CIO of Ultra Clean Technology

    I had a very thoughtful and illuminating conversation recently with Jeff McKibben, the CIO of Ultra Clean Technology, a leading developer and supplier of critical subsystems, components and parts, and ultra-high purity cleaning and analytical services that are primarily created for the semiconductor industry. Jeff has more than three decades of experience managing IT in global high-tech manufacturing companies and he has extensive experience with international M&A, product development, supply chain complexity, sales and marketing innovation, program management and building organizational competency.

  • Enabling the Intelligent Enterprise

    In order to compete in the 21st century economy, companies need to act smarter. Successful companies are drawing insights from customer data to deepen relationships with their customers. They're also drawing upon the intellectual capital and collective wisdom of their employees.

  • Plugging Into Machine Learning

    Business intelligence (BI) has come a long way in a short amount of time. Just a few years ago, executives at many companies relied on static reports to inform them what happened in different areas of the business. The latest iteration of BI is focused on machine learning. Much like data visualization tools, machine learning enables computers to find hidden insights from data without being told where to look.

  • 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.

  • Educating the C-Suite on Analytics

    Most business leaders recognize the value of using data and analytics to help the organization respond quickly to industry shifts and changing customer needs. Indeed, 59% of executives surveyed by McKinsey & Company and Teradata say they consider Big Data and analytics either a "Top Five issue" or the single most important way for their organizations to obtain a competitive advantage.

  • Enabling the Enterprise for Fast Data

    Many companies strive to make use of Big Data to learn more about their customers' behaviors and to identify and respond to market shifts. But as business activity accelerates at lightning speed, C-level executives and line of business leaders require access to real-time insights on business and operational conditions.

  • Self-Service Data Prep: Empowering the Business User

    CIOs have many responsibilities in today's enterprise as their roles continue to evolve from service provider to value creator. They're expected to help identify and facilitate new business opportunities, streamline organizational operations, assess and communicate risks, and increase enterprise-wide productivity.

  • Preparing for the Analytics of Things

    The Internet of Things (IoT) - an environment in which devices, sensors, and embedded technologies are connected to the Internet - continues to grow in leaps and bounds. The sheer volume of information that already is and will be communicated by these sensors is staggering.

  • Preparing for 'People Analytics'

    As companies continue to gather employee data, including employee sentiment, organizational leaders will eventually be able to track and analyze changes in the corporate culture.

  • Should the CIO Own Predictive Analytics?

    As businesses become increasingly data-driven, the use of Big Data and predictive analytics to strengthen fact-based decision-making and to help business leaders to identify and act on emerging trends continues to permeate the enterprise.

There has never been a more exciting time to be a technology executive.

Today’s technology executive plays a pivotal role in helping his or her organization respond to these forces of change. In essence, they serve as conductors to orchestrate the three pillars of organizational success – people, processes, and technology – and to draw upon their unique view of the enterprise to bring these elements into harmony.


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