Companies that have disruptive business models are placing immense pressure on rivals as they apply tactics and strategies that challenge industry norms. Established companies that successfully execute on transformative journeys typically imbue several traits.
As companies continue to look for new ways to attain operational improvements and to identify new business opportunities, the CIO can play a significant role in fostering a data-driven culture in which everyone across the organization is able to analyze and act on data and achieve these goals.
The unexpected rapid transformation of IT from a mysterious back-office function to a high-profile enabler of multiple customer management services has been a shock to many CIOs.
Essentially, consumers are shifting their attention from buying products to buying experiences. That shift requires a corresponding shift in how CIOs plan strategy and lead their organizations.
We have to get ourselves accustomed to the new environment of empowered consumers and their elevated demands. The good news is that the "experience economy" actually plays to the strengths of IT, since many of the experiences that customer demand
My friend Asheem Chandna is a Partner at Greylock Partners, one of the world's leading venture capital firms. Based in Silicon Valley, Greylock was founded in 1965 and has invested in some of the most disruptive enterprise companies.
A new report, "GE Global Innovation Barometer 2014," reveals a key shift in attitude among top executives. Unlike previous surveys, the new study shows that executives seem ready to take greater risks in the race for competitive advantage.
If you are a CIO or senior IT leader, I'm sure you've already heard some variant of this question from a C-suite executive: "Why can't we replace our costly enterprise data warehouse with a less expensive Hadoop cluster?"
For many years, the primary function of IT was enabling the business. Today, IT often is the business. That's a major transformation. But an even greater and more significant transformation - what I'm calling The Big Shift - is taking place.
IT matters more than ever to the overall health of the modern enterprise. Technology drives economic growth and development, and IT is still the place where technology and business come together.
As most of us know, Nicholas Carr wrote an article in 2003 titled IT Doesn't Matter, followed by a book in 2004 titled Does IT Matter?
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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