CIOs are earning business credibility, sharpening customer focus and raising IT's strategic profile, according to our 2013 State of the CIO survey.
Stories by Kim S. Nash
Our exclusive research shows that boards of directors still don't understand the role that IT can play in driving business innovation. It's the CIO's job to change that.
In an effort to get closer to customers and improve sales, American Airlines is launching a new mobile strategy aimed at boosting customer loyalty by giving flight attendants tablets loaded with customer data.
The co-author of a new book says younger professionals are gadget-savvy and global-minded, so they require a new leadership style
As mobile devices and social media put down ever deeper roots in IT, businesses are seeing big changes in how employees do their jobs and how customers interact with them, in addition to--ideally--using the technologies to find new revenue streams.
She knew which database to query to download the information to her work laptop, and from there she emailed it to a personal account. Sometimes, she loaded a USB flash drive with material. Li, a Chinese national, then put the information up for sale through a pharmaceutical company that she partially owned, whose parent is based in China.
How does technology affect people's moral judgments?
Amazon's Kindle vs. Barnes and Noble's Nook is the new Coke vs. Pepsi, and neither retailer wants to fizzle out. Both companies are marketing their latest e-readers as tablets, good not just for reading but for all entertainment, including browsing the Web, watching movies and playing games.
At Maple Leaf Foods, a $5 billion consumer packaged-goods company, IT doesn't just respond to business decisions, it participates in the planning that leads to those decisions. For starters, CIO Jeff Hutchinson sits on the executive committee, and some of his IT leaders sit on business unit committees.
What's wrong with how most companies create a business strategy?
Saving money while boosting employee morale was the impetus behind allowing employees of healthcare giant Baxter International to bring their own phones and tablets to the office and plug them into the corporate network. But before a wide-scale bring-your-own-technology (BYOT) program could be adopted, the legal department raised some concerns.
Linda Goodspeed, vice president of IT at Nissan North America, was attending a global IT meeting at her company's head office in Japan on March 11 and was caught in the magnitude 9.0 earthquake. The quake was among the top seven most powerful ever recorded and the strongest ever to hit the country. "People were diving under desks. Women were crying. We could see fire outside," she says. "Window blinds were moving three feet to the left and to the right. I thought the building would fall apart."
IT leaders who have been through disasters have rethought what to include in <a href="%20http://www.cio.com/article/682933/Explaining_IT_Value_to_Skeptics">business-continuity plans</a>. Their plans include alternative uses for technology and practical emergency-preparedness measures designed to keep employees cared-for during a crisis. (For more on leadership during a crisis, see " <a href="http://www.cio.com/article/685307">How to Be a Better Leader in a Disaster</a>.")
You say we need to move from systems of record to systems of engagement. What's the difference?
Consumer devices continue to stream into the office, whether CIOs have sanctioned them or not. Managing a mix of devices can pose challenges in application development, security and maintenance. For Bill Martin, CIO of Royal Caribbean Cruises, providing access to various mobile tools has benefits for customer service that are worth the added effort.
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