IT leaders need to love what they do — and they need to know the business they’re in. That was the message from a career panel at the recent Gartner Symposium.
The answers are as varied as all of you are, rooted in different family backgrounds, different academic directions — I know you’re out there, creative writing majors — and the multifarious ways you’ve crisscrossed life’s highways and byways.
In 2007, Apple introduced its first generation iPhone. Yesterday, it announced the launch of its much-anticipated iWatch. It’s just one example of how consumer technology is marching on at an unprecedented rate. But as CIOs well know, the continual hardware upgrades, not to mention the rapid iteration of software development cycles that are the driving force of the Apples and Googles of the world, can be unsettling — or worse — for the enterprise workplace.
If your digital strategy doesn’t include how you’re going to make money from a digital initiative, you’re doing it wrong: The Data Mill reports.
Companies have become obsessed with all things digital. But here’s the harsh reality: They’re also introducing ways to erode their own business, leaving them “on the cusp of one hell of a reckoning,” Mark McDonald, managing director at the consultancy Accenture plc, said during his talk at Fusion 2015 hosted by WTN Media
When Daniel Adamany left EMC in 2007 to build an IT consultancy, his list of startup priorities didn’t include building company culture. “Now it’s pretty much all I think about,” said Adamany, CEO of Ahead LLC, at Fusion 2015, a gathering of C-level executives hosted by WTN Media.
The shift in the pendulum was triggered by his own experience as the leader of his firm. In 2007, Ahead employees all knew each other. They shared the same vision and mindset, which kept the fledgling company’s business goals top of mind. But as the company grew and matured, the culture that seemed such a natural part of the business deteriorated. “It was ugly for a little while,” Adamany said, so much so that at times, even he dreaded going to work.
The responsibility of securing the enterprise has been pushed onto the CIO, Linda Ban, the Global C-suite study director at IBM, said at the Fusion 2015 Conference of CEOs and CIOs in Madison, Wisconsin. The trend was one of the findings of IBM’s recent Global C-suite Study, which surveyed over 4,000 people from all C-level positions.
Phil Shelley is certainly a busy man: He is chief technology officer (CTO) at Sears Holding Corp. in Hoffman Estates, Ill.,
where he leads IT operations and assists with the migration of workloads off mainframes, implements large-scale private open
source cloud computing, and uses Hadoop for big data business intelligence. Shelley is also CEO of Sears Holdings subsidiary
MetaScale, an IT managed service company that creates and operates Hadoop-based analytics solutions.
In this video shot at the recent Fusion 2013 CEO-CIO Symposium in Madison, Wis., Shelley sits down with SearchCompliance
editor Wendy Schuchart to discuss how big data and the increased number of regulatory compliance requirements are
influencing IT operations for the modern organization.