It’s a familiar failing of many IT projects. As teams move from one project to the next, “it’s almost like every program starts with a fresh mindset, instead of trying to iterate on what we’ve already launched,” says Sreelakshmi Kolli, vice president of IT at Align Technologies. “They lose continuity of thought.” But Kolli is working to change that mindset at the global medical device company by adopting its first product-centric delivery method this year using agile methodologies and product teams made up of business, marketing and IT people who keep innovation constantly moving. “We started with one [product-centric rollout] this year and we’re going to do three next year,” she says.
COBIT is an IT management framework developed by the ISACA to help businesses develop, organize and implement strategies around information management and governance.
First released in 1996, COBIT (Control Objectives for Information and Related Technologies) was initially designed as a set of IT control objectives to help the financial audit community better navigate the growth of IT environments. In 1998, the ISACA released version 2, which expanded the framework to apply outside the auditing community. Later, in the 2000s, the ISACA developed version 3, which brought in the IT management and information governance techniques found in the framework today.
IDG Contributor Network: One CIO’s perspective on the people, process and technology formula for business success
When Harold Leavitt coined the phrase people, process, and technology in his 1964 paper, Applied Organization Changes in Industry, he never imagined how often it would be used in identifying the key components for business success. However, many companies focus on process and technology as the two primary components with not enough emphasis on the people component. An IBM study supports this premise stating that that business transformation initiatives ignore the people aspect of the change initiative.
Fast forward to 2019 and Drew Saur, CIO at The Palmer Family of Companies, which includes G&C Foods in Syracuse, NY; Palmer Food Services in Rochester, NY; and Palmer’s Direct To You Market in Rochester, NY. At the Palmer Family of Companies, Drew’s teams are using tools like artificial intelligence and machine learning to help these food companies achieve new levels of achievement in the digital age.
CIOs have long struggled to quantify the value of IT services relative to production costs, a financial black box that sows distrust between the tech department and business divisions. As IT implements additional digital capabilities in service of the business, this disconnect is widening, inspiring more CIOs to embrace technology business management (TBM), which largely comprises financial management software aimed at documenting the value of IT services.
IDG Contributor Network: Price of entry or corporate strategy: how pharma and biotech are approaching digital health
The high costs of drug discovery and commercialization, looming patent cliffs, and increasing regulatory pressure on drug pricing have created a perfect storm of margin and growth pressures on the pharma sector. In an apparent response to these pressures, M&A activity in pharma is back. This month, Bristol-Myers Squibb’s announced its $74 Billion acquisition of Celgene, and Eli Lilly did the same with its $8 Billion acquisition of Loxo. (At the recently concluded JP Morgan Healthcare Conference (JPM), the pharma/biotech sector’s biggest event of the year, Eli Lilly’s CEO indicated that conditions are ripe for an M & A uptick in 2019)
ITIL-based organizations take note: The popular framework has undergone a significant overhaul aimed at modernizing IT service management (ITSM) into a more agile, value-driven business asset.
To take advantage of innovations like artificial intelligence you must first move away from manual processes. For that reason alone, automation should be a key short-term priority for most CIOs.
Companies are on a mission to enhance customer experience, to make life happier for the people with whom they do business. A quick search on business social media site LinkedIn turns up a numerous jobs related to customer experience management.
Across Europe, the Middle East and Africa (EMEA) digital business is at a crossroads: according to Gartner’s 2019 CIO Agenda Survey, 35 percent of CIOs surveyed in EMEA are ready to roll their digital initiatives on a broader scale. That’s 20 percent more CIOs who made the same claim last year. Gartner’s annual global survey included 3,100 CIO participants in all major industries, including 921 respondents in 53 EMEA countries.
“EMEA CIOs are setting the example when it comes to harvesting the results of digital initiatives,” says Andy Rowsell-Jones, a Gartner VP and Research Director. “[Their] success at evolving endeavors to scale is higher in EMEA than among their CIO counterparts in North America, Latin America and Asia/Pacific. In addition, to encourage the application of ‘digital’ at scale within their organization, 64 percent of EMEA CIOs fostered better collaboration with the business, and 46 percent reduced silos and internal complexity.”
If you run a successful tech startup or an established business, primarily offering digital products and services, chances are you have a significant customer presence worldwide. There also lies a high probability that you leverage a remote workforce ‘round-the-globe enabling increased collaboration over time zones. While staying local never hurt anybody, there might be some good reasons of maintaining a global presence which you may not be aware of. One of them is the multifaceted choices at every level impacting your technology company directly. And, I mean the liberty to choose between the regulatory laws of different countries, the tax structure, and to take advantage of the unique position you hold when it comes to top talent acquisition – and retention.
A culture of innovation is not the first description that comes to mind when talking about a 90-year-old domestic manufacturer, but it's something officials at John Matouk & Co. are actively implementing as a key part of their digital transformation.
IDG Contributor Network: Strategic IT Governance 2.0 – A business imperative for competitive success
As we begin 2019, you’re probably among the many CIOs around the globe reviewing strategic objectives and thinking about how to successfully execute the ever-increasing number of strategic projects without any significant proportional increase in your IT budget. And burning in the back of your mind are all the statistics about project failures.
McKinsey & Company writes about 17 percent of IT projects go so badly, they threaten the existence of the company. Gartner states that the failure rate of projects with budgets over $1M is 50 percent higher than the failure rate of projects with budgets below $350,000. And then there’s the State of Rhode Island, where a $110 million-dollar project cost nearly three times as much. I’m sure you don’t want to be the next statistical reference. So! Why do project failures keep occurring?
Digital transformation is shaking the IT industry to its roots, and CIOs are reacting by strengthening their stakes in several promising new technologies while pulling back investments in other sectors.
Reinventing the experience for consumers in the digital age is a daunting evolution for quick-service chains struggling to stay afloat in a sea of similar choices. Sonic Drive-In is taking a bite out of this challenge by pairing its core assets — drive-in stalls and carhops — with mobile and analytics technologies to build a better digital touchpoint for customers.
In 2019, IT departments need to drive innovation for their organizations, not hold them back. They must move more quickly, use the data more wisely, and automate mundane tasks so they can act more strategically.
Pilot projects of artificial intelligence (AI) technologies proliferated in 2018, as many enterprises tested machine learning (ML) algorithms and an array of automation tools to cement relationships with customers, improve network operations or augment their cybersecurity postures.
More automation and AI capabilities are coming to business process management (BPM) in the form of robotic process automation (RPA). By automating rules-based business processes, RPA can help streamline business operations. In some ways, however, RPA represents incremental progress rather than a revolutionary breakthrough. Moreover, many RPA tools still rely on significant upfront human effort to identify processes, create business roles and test software.
Each year most of us look back at the same time as we project forward. In the act of projection, it is natural to want to compare within an industry or even across industries. For this reason, it came as no surprise when several CIOs asked for a #CIOChat focused on 2019 priorities. Here is a summary of what was learned about CIO goals and priorities for 2019.Stakeholder activities CIOs should embrace to get ready for 2019
CIOs had many entities on their lists to meet with. For the most part, they said it is important to get out of the office and listen. One CIO said talk to the people on the loading dock, in sales, and at a trade show. In addition, CIOs said buy coffee for random folks up and down the ladder.
SWOT analysis is a planning methodology that helps organizations build a strategic plan to meet goals, improve operations and keep the business relevant. During SWOT analysis, organizations identify strengths, weaknesses, opportunities and threats (the four factors SWOT stands for) pertaining to organizational growth, products and services, business objectives and market competition.CIO.com
A two-by-two matrix is used to build a SWOT analysis, with horizontal pairings of internal (strengths and weakness) and external (opportunities and threats) factors and vertical pairings of helpful (strengths and opportunities) and harmful (weaknesses and threats) factors in achieving an objective. Final results of the analysis will help the organization determine whether objectives, products, services, projects or goals are a strategic fit. The best strategic fits are when the internal environment (strengths and weaknesses) aligns with the external environment (opportunities and threats).
Everything about your job has changed. It’s time your metrics did too.