Enterprises compete by creating differences that matter to customers and markets. Without a difference, executives face a world of commodity competition and a race to the bottom in a bottom less global world. Increasingly executives expect that difference to come from for information technology (IT). But executives may not give IT the right signal, nor the resources to deliver on these expectations. The resulting gap between business and IT performance limits business performance, innovation and agility.
Executives have traditionally thought of IT as a support function that enables the business. The result is Generic IT — a situation where IT values technology cost and risk more than potential business value. However, economic, social and technical factors are changing ITs role to encompass issues of growth, innovation and customer retention.
Information and technology are essential ingredients in enterprise performance. Leading companies such as Ford and Hallmark are saying NO to generic IT as they refocus IT priorities and processes around creating distinctive solutions. In this session Mr. McDonald will draw on an analysis of more than 1400 enterprise to define how the enterprise leverages IT by setting its priorities, measuring its performance and managing IT’s levers to raise enterprise performance.
Paul Shain will focus on the issues surrounding data centers and how companies will need to address critical issues like power, cooling, escalating building costs, the green issue, as well as on-going management challenges with Gen Y workers. This presentation will cover several technologies and strategies that can be employed to position a company for long-term success. It will also include an inside look at the costs and process of building a new enterprise class data center — a process that CDW Berbee is right in the middle of.
As CEOs increasingly look to the CIO to deliver strategic business leadership that drives top line growth, enabling innovation and collaboration worldwide while maintaining high levels of service are quickly becoming job requirements. The global CIO community at IBM bolsters the culture of innovation across the globally integrated enterprise through a variety of processes, programs and tools that take innovative ideas from concept to reality.
During this session, Mark Hennessy, CIO of IBM, will share techniques for enabling innovation that leads to growth:
Too often business leaders look at IT in terms of bottom line costs only, rather than considering the strategic benefits of their technology investments. While it is important to maintain a sound fiscal approach to managing the business, it is crucial to factor in the value proposition that technology investments bring to bear in driving revenue, enhancing productivity, and providing new opportunities to grow the business as well as to attract and retain talent. A strong relationship between the CEO and the CIO provides the foundation for a successful technology strategy and helps to foster enterprise awareness and adoption.
Today’s enterprise looks different than the enterprise of the past. The business wants to be able to work from places other than the office. There are controls and regulations to think about, as well as increased pressure on IT to prove its value. Employees want to publish information on blogs and wikis and have sites where they can communicate and collaborate with their peers and colleagues.
While the CIO would like to support and embrace this evolving enterprise, there are challenges to confront – security risks, privacy issues, employee managed IT. A solid governance program can help ensure that business needs are satisfied while not compromising the data, information, or integrity of your employees or corporation.
Enterprise IT leaders face a clash of expectations: an array of mandates to deliver more innovation with fewer resources, to meet more varied and mission-critical needs with less infrastructure, and to make richer data more available to more users despite demands for stronger security and better governance.
“I have no more rabbits in my hat,” they say: there’s little more to be squeezed from past approaches, no matter how well they’re executed. Visionary IT leaders recognize the need and the opportunity to maximize economies and improve technical leverage using software as a service. Many are already exploring the next step: the move to a general-purpose platform as a service, an architecture of “computing in the cloud.”
Peter Coffee, former Technology Editor at the enterprise IT journal eWEEK, will share with attendees his perspectives based on 18 years as an internationally published analyst and 25 years of guiding the development and introduction of new computing models and techniques. Now working with Salesforce.com as Director of Platform Research, Peter will explore the fundamental trends that are moving the center of IT thinking toward the service-delivery modelânot only for the enterprise, but also for entrepreneurial application development in today’s increasingly global markets.
Although innovation is clearly not a new topic, it is one that now occupies nearly every professional’s agenda for growth and success. The forces of globalization, unrelenting pressures to cut costs and deliver “more for less,” the acceleration of markets and social networking due to the internet, a growing global consumer marketplace, and the mobility of capital have all fueled an new climate for innovation that extends far beyond the innovation of products to the innovation of business. While many of the mainstay ideas around innovation, such as creativity and brainstorming, have been around for some time, few of us have been trained in the art or the science of innovation and fewer still understand how apply these ideas to a new set of rules for business innovation in marketing, processes, and partnership.
Product innovation may be what most people think of when they think about innovation. However, the ability to create new products does little to make those products affordable, to better service them, to deliver quality and to compete against global players who can replicate most any invention at a fraction of the price.
Drawing on many of the lessons and cases in his upcoming book, The Innovation Zone, Tom simplifies innovation, makes it accessible, and sheds new light on how to create, sustain and leverage innovation in any business.
Can a lawyer really help you deliver better project outcomes? Various surveys and anecdotal evidence indicate that 50% or more of large software implementations or big development projects will be substantially late, substantially over-budget, or fail altogether. Worse yet, the vendor selection process and the vendor-customer negotiations to enter into these arrangments are often contentious and can drag on and on, causing angst for both the vendor and the customer. Combining actual comments received from buyers( CIOs & procurement professionals) and sellers (Software Vendors & Developers) about the negotiation and procurement process, and with the insight gleaned from more than a decade’s worth of experience in putting together technology, software and IT development deals, we examine whether there is a better way.
This agenda is as of 03/04/08 and is subject to change.