This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
As organizations continue their digitaltransformation (DX) journeys, the role of the CIO evolves. As digitaltransformation becomes a critical driver of business success, many organizations still measure CIO performance based on traditional IT values rather than transformative outcomes.
As CIOs prepare for the next wave of digitaltransformation, they must demonstrate shorter-term business impacts from technology investments and achieve larger innovation goals that evolve the organization’s business model.
The message to CIOs is to do more with less, and the implication is that CIOs must look at digitaltransformation initiatives differently than in years past. Force-multiplying digitaltransformation initiatives aim to accomplish multiple strategic objectives through a single vision and investment.
Digitaltransformation represented among the largest investments in technology to modernize businesses starting in the early 2000s. With the rise of generative AI, CEOs recognize an opportunity to shift from technology-led digitaltransformation to executive-led business reformation.
Migration to the cloud, data valorization, and development of e-commerce are areas where rubber sole manufacturer Vibram has transformed its business as it opens up to new markets. It’s a change fundamentally based on digital capabilities. I always try to push for improvement and simplification,” says Pacetti. “We
Once a vanguard business strategy, digitaltransformation has become a perennial objective for business survival. Digitaltransformation is the integration of digitaltechnologies into all aspects of business operations.
In today’s fast-paced business world, companies are striving to harness the power of digitaltechnologies to reinvent their operations, enhance customer experiences, drive innovation, and thereby create value for stakeholders. But the hard truth is that many digital initiatives fail to deliver results.
Digitaltransformation is indeed a cornerstone of business strategy today, as 89% of enterprises see digitalbusiness as core to their growth, according to Gartner’s Board of Directors 2023 Survey. Data skills are also vital, says NCC Group’s Fox.
Resistance to digitaltransformation comes in many forms. Before long she had cultivated relationships with other key stakeholders, learned their concerns, and discussed how IT could help them achieve their businessobjectives. My role as CIO was to transform the entire organization,” he says. “I
The digitaltransformation journey for any enterprise is protracted and complex. Technology leaders often underestimate the complications associated with it. Nonetheless, these decisions are in the interest of the organization for digitaltransformation to lend a much-needed competitive edge.
This shift not only reduces the chances of human error but also elevates the quality of outputs across various departments, which reflects a broader trend of harnessing technology to drive meaningful transformation in the workplace.
Over the course of his career, the Giant Eagle EVP and CIO has held senior technology roles across a range of industries, including C-level positions at The Christ Hospital Health Network and The Kroger Co. Dan Roberts: People refer to digitaltransformation in so many different contexts that the term has almost lost all meaning.
Taking too long on AI projects Extracting value from AI is a key CEO priority today , and many IT leaders have in turn reshaped their IT agendas to emphasize projects centered on the technology. AI technology is changing so fast that projects taking more than a month can end up built on out-of-date technology, he says.
Instead, CIOs must partner with CMOs and other business leaders to help quantify where gen AI can drive other strategic impacts especially those directly connected to the bottom line. This data suggests change management efforts are lagging technology efforts at many organizations. Below are five examples of where to start.
What was a thorough set of roles and responsibilities a few years ago is far from adequate today, so the operationally focused CIO of the last decade isn’t the digital leader of the future, says Omer Grossman, global CIO at technology specialist CyberArk. Some CIOs just try and keep the lights on,” he says.
This stark reality underscores a critical challenge facing CIOs: building and maintaining a technology portfolio that’s not just cutting-edge but also delivers tangible value. Enter the Technology Investment Matrix — a holistic approach that spans four key phases: exploration, exploitation, evolution, and elimination.
A 1958 Harvard Business Review article coined the term information technology, focusing their definition on rapidly processing large amounts of information, using statistical and mathematical methods in decision-making, and simulating higher order thinking through applications.
These data-fueled innovations come in the form of new algorithms, new technologies, new applications, new concepts, and even some “old things made new again”. This steady march of data-driven innovation has been a consistent characteristic of each year for at least the past decade.
Leaders in the financial services, healthcare, manufacturing, and technology sectors know Involta for the technical strength of our solutions, our exceptional service guarantees, and the personal service and concierge-level care we provide,” adds Kremer. “We Data centers today use nearly 1% of electricity and create.3%
These teams focused on delivering reliable technology capabilities, improving end-user experiences, and establishing data and analytics capabilities. As many organizations were accelerating digitaltransformation initiatives, the higher-performing teams excelled at change management and agile planning practices.
Many IT teams use agile methodologies to iteratively deliver feature-rich releases, improve capabilities, address technical debt, and experiment with emerging technologies. Their comments offer insights as to what to do if your teams are “doing agile” but aren’t agile enough to deliver digitaltransformation results.
Rick Boyce, CTO at AND Digital, underscores how a typical IT project mentality toward DevOps can undercut the CIO’s ability to deliver on businessobjectives. DevOps is about delivering value to the business faster and more reliably and is at the heart of digitaltransformation efforts.”
CIO is proud to launch the third edition of CIO50 Awards in Saudi Arabia, recognising the top 50 senior technology executives driving innovation, strengthening resiliency and influencing rapid change. The Awards will take place at the Hotel Fairmont Riyadh on 19th September.
That move, in turn, boosts the company’s automation, analytics, and artificial intelligence goals by delivering the high-quality data that those technologies crave — thereby improving both decision-making capabilities and user experiences. “We Corporate and IT strategy are one, and technology is the tool to deliver strategic objectives.
Before we explore our essential software as a service trends for 2020, it’s important to consider what defines SaaS as not only a technological development, but as a working business model. Flexible payment options: Businesses don’t have to go through the expense of purchasing software and hardware. Migration to PaaS.
The digitaltransformation of the Middle East’s retail sector in the last five to seven years has brought immense value in crafting more agile supply chains that accommodate demand. It would be naïve to underestimate the pandemic’s influence on many companies’ digitaltransformation,” says Sunil Nair, Group CIO at GMG.
Years into digitaltransformation, and decades into the IT function itself, many CIOs still fall short when it comes to innovation. Indeed, 50% of C-suite execs surveyed for a 2023 report on digitaltransformation from fintech company Broadridge admitted they struggle to balance innovation with daily tasks.
Proving or making the case to innovate is a challenge when you have to put your weight behind a technology, says Dhingra, who is now senior vice president of engineering and CTO at Webex. Plexus Worldwide’s McIntosh says internal politics and some level of bureaucracy are unavoidable for CTOs seeking to push forward technology initiatives.
Increasing adoption of digitaltechnologies are making apps inevitable in our everyday life. Apps are pivotal in enabling companies to innovate and gain a competitive edge in digital interactions, from social selling to data-driven marketing. DigitalTransformation App modernisation continues to rise in priority.
Behind these new experiences is not one but several technologies. Many of those metaverse-enabling technologies, like 5G, blockchain, and AI, have been maturing over time, and things that were once technically feasible but not practical have become more commercially available, more affordable, and more consumable, like ChatGPT.
CIOs have a lot to gain by working with their C-suite colleagues, if for no other reason than to gain a better perspective on different areas of the business. One of the most important relationships a technology leader can forge is with the chief human resources officer (CHRO). Honing strategic hiring priorities.
Unlike siloed or shallow automation efforts, deep automation architects a perspective that integrates customer experiences, value streams, human-machine collaboration, and synergistic technologies to create intelligent, self-adjusting businesses. John Deere’s customer-centric design leverages technology synergy (GPS, sensors, etc.)
Digitaltransformation has been on the agenda for a long time, but the sudden need to respond to the unprecedented challenges of 2020, has meant the buzzword has become an executable reality for many enterprises. Underlying digitaltransformation and investment decisions is a precious asset: data.
The firm is seeing several iterations of the CIO role, including chief digital officer, chief digital and technology officer, head of technology, data, and innovation, and CIO and vice president of research and development (R&D) and innovation. This reflects that every business effort is a technology effort,” he says.
As a disruptive technology, it’s being felt in terms of both its magnitude and frequency of change. So many vendors, applications, and use cases, and so little time, and it permeates everything from business strategy and processes, to products and services. In this regard, gen AI is no different from other technologies.
Cloud adoption has been a top CIO priority, accelerated by the pandemic as organizations speed up their digitaltransformation initiatives. For technology leaders, the cloud presents significant opportunities to enhance business innovation and competitive differentiation. trillion by 2025.
In many cases, CDOs focus on businessobjectives, but in other cases, they have equal business and technology remits, according to the authors. There’s more and more focus on being data-driven,” says Mahajan, who leads the Amplitude data strategy efforts, in addition to her digital and technology roles. “It
Vendors, by making indistinguishable claims about digitaltransformation and process automation, suggest similar outcomes. Whether biological or technological, the power of DNA is unavoidable. Today, society is reckoning with how “technological genetics” dictate outcomes, such as how algorithms impact democracy.
For IHG Hotels and Resorts, the cloud provides just the right accommodation for business success. To that end, the hotel chain has created a steering committee, aware that it must be cautious with such a new technology while recognizing that the commercial availability of ChatGPT means no business can sit on it for too long.
In 2022, companies were still reeling from the rapid digitaltransformation efforts to survive the pandemic. Not since the iPhone have we witnessed a technology change the course of human behavior and the imagination of people everywhere practically overnight. The same can be said for digital and businesstransformation.
These circumstances have induced uncertainty across our entire business value chain,” says Venkat Gopalan, chief digital, data and technology officer, Belcorp. “As To support this, we provided data-backed evidence and examples that demonstrated the positive impact of utilizing these technologies.”
Most companies have transitioned to become more software-centric, and with this transformation, application programming interfaces (APIs) have proliferated. If companies want to input, leverage, and embed these digital brains into their business, they’ll need an API to connect the LLM to various business applications,” he says.
The roundtable was attended by DigitalTransformation Leaders from some of Europe’s biggest brands. Most organisations have the data, technology, and people they need, but often these are neither connected nor orchestrated around businessobjectives. Integration is key.
Rather than simply investing in technology, and hoping for the best, however, IT leaders need to be strategic and undertake risk management that best suits their business profile. Fortinet research shows that 64 per cent of A/NZ organisations agree that the skills shortage creates additional risks for their businesses.
We organize all of the trending information in your field so you don't have to. Join 42,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content