Gartner has released an interesting research report, “Top Strategic Predictions for 2018 and Beyond: Pace Yourself, for Sanity’s Sake.” It focuses on new technologies – from artificial intelligence to chat bots, Internet of Things, and blockchain – in addition to ways of engaging employees and customers.
In the daily quest to get things done faster and better, one thing often gets lost in the shuffle: the user experience. Unfortunately, many CIOs and other executive haven’t received this memo. The end result? Products, services and functionality that either don’t work or consistently fall short of expectations.
The intersection of IT and marketing is a perfect example. Too often, organizations design Websites and apps for the benefit of the business, rather than making things easier or better for employees and customers.
It’s clear that CIOs are under growing pressure to find IT talent and shape it to the requirements of the digital enterprise. But translating the general concept into reality is no simple task, particularly as skill sets shift and new requirements emerge.
Here are five ways technology and business leaders can transform the talent challenge into an opportunity to build a better IT organization.
IT is experiencing a historic period of “profound change,” according to the preliminary results of “35th Annual SIM IT Trends Study,” which were announced by The Society for Information Management during a media roundtable earlier this week. The report’s high-level results include how the role of CIOs and IT is evolving, IT budgets and leading investments, how CIOs spend their time, and the priorities of organizations and IT leaders.
September may be my favorite time of the year. In addition to the adrenaline rush of running the U.S. Open, it’s also the beginning of the football season. As an avid football fan, I can hardly wait for the first Sunday of the season to dive into the action of the NFL, in particular the ups and downs of the New York Jets (as well as track my fantasy team!).
It had been one of the most frustrating weeks of my life.
We had been working with a very large manufacturing firm for quite some time. We had become their “trusted advisors.” Or so we thought.
Then we learned the CIO was bringing in a big management consulting firm to present a business case to his board. At the end of the week, we were having dinner with the CIO and members of his senior leadership team, so I figured I’d have my chance to get to the bottom of this decision.
Consulting firm BearingPoint may have filed for Chapter 11 protection, but its CIO has a plan for making sure his top workers don’t flee. In good times, retaining top IT talent is a top priority for CIOs. Now, in the recession, many IT leaders are scrambling to keep their most valuable staffers from jumping to better opportunities.
Hanging on to your best people can be a challenge, even in a tight job market. Keeping your top IT talent on board should be a top priority in good times and in bad. Here are some suggestions from CIOs and IT staffing experts on how to hold onto your most valuable workers and keep your organization operating at its highest level.
It’s extremely rare — unimaginable, even — for a business not viewed as a high-tech enterprise to invest more than $1 billion in technology. But that’s exactly what hotel, restaurant, travel and marketing giant Carlson Companies did. “When I became CEO, I realized that we were in the technology business as much as we were in the service business,” says Marilyn Carlson Nelson, who spearheaded the growth strategy.
Each season brings a slew of interesting books. This spring is no different. Works from consultants, academics and business leaders dominate the top offerings, covering topics like IT leadership, collaboration, IT careers, customer strategy and innovation. Titles explore topics including the repercussions of toxic personalities in the workplace, and an executive’s view on how business can build and strengthen customer loyalty, even in the toughest of times.
While so many CIOs are being forced to scale back projects and initiatives due to economic pressures, Cisco CIO Rebecca Jacoby sees opportunities to accelerate.
One of her key points: CIOs are constantly seeing opportunities to boost productivity in their companies as well as their IT shops. Instead of ignoring them or postponing their implementation or execution, IT leaders should move ahead–and help position their businesses for post-recession success.