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The analyst reports tell CIOs that generative AI should occupy the top slot on their digitaltransformation priorities in the coming year. I wrote in Driving Digital , “Digitaltransformation is not just about technology and its implementation. Luckily, many are expanding budgets to do so. “94%
One example is how DevOps teams use feature flags, which can drive agile experimentation by enabling product managers to test features and user experience variants. DevOps is about delivering value to the business faster and more reliably and is at the heart of digitaltransformation efforts.”
So, to maximize the ROI of gen AI efforts and investments, it’s important to move from ad-hoc experimentation to a more purposeful strategy and systematic approach to implementation. Set your holistic gen AI strategy Defining a gen AI strategy should connect into a broader approach to AI, automation, and data management.
After all, 41% of employees acquire, modify, or create technology outside of IT’s visibility , and 52% of respondents to EY’s Global Third-Party RiskManagement Survey had an outage — and 38% reported a data breach — caused by third parties over the past two years.
Telecom networks are an integral backbone of the digital infrastructure that powers our economies today. They’re the driving force behind every industry’s digitaltransformation, connecting businesses, people, and information like never before.
With the merging of operational efficiency and embracing new technologies, today’s CIOs are under increasing pressure to do more with less and become both technologists and business leaders, says Sunny Azadeh, CIO at digital services company GlobalLogic. “In
Many other platforms, such as Coveo’s Relative Generative Answering , Quickbase AI , and LaunchDarkly’s Product Experimentation , have embedded virtual assistant capabilities but don’t brand them copilots.
Where quantum development is, and is heading In the meantime, the United Nations designation recognizes that the current state of quantum science has reached the point where the promise of quantum technology is moving out of the experimental phase and into the realm of practical applications. It will enhance riskmanagement.
“You have to be learning as things move forward but do [iterations] that are safe and controlled and focus on riskmanagement,” he explains. One of the particular issues that we all face is that generative AI is really new and it’s moving really quickly, so there’s not a lot of tooling in place,” Merrill says.
We’ve been lucky that our transformation of cyber happened with digitaltransformation, so the last two years we’ve talked a lot to the board about technology,” he says, adding that even as a non-executive member (he reports to head of supply chain), he’s been to the boardroom approximately 50 times during this period.
This team addresses potential risks, manages AI across the company, provides guidance, implements necessary training, and keeps abreast of emerging regulatory changes. This initiative offers a safe environment for learning and experimentation. Fast-forward to today, about 18 months into our journey, and we’re at phase three.
The short tenure of many CIOs and CTOs—often three to four years—can be attributed to their inability to drive digitaltransformation at the necessary pace or their role as scapegoats for a lack of accountability among other executives. However, its impact on culture must be carefully considered to maximize benefits and mitigate risks.
The time for experimentation and seeing what it can do was in 2023 and early 2024. On a similar note, Andy Sack, co-founder and co-CEO of Forum3, which provides AI and digitaltransformation solutions to companies, says CIOs must pose this question to themselves and other C-suite execs.
Experimentation: The innovation zone Progressive cities designate innovation districts where new ideas can be tested safely. This shift from traditional SOA (where services align with technical functions) to domain-oriented services represents a fundamental change in how we structure systems.
Taylor adds that functional CIOs tend to concentrate on business-as-usual facets of IT such as system and services reliability; cost reduction and improving efficiency; riskmanagement/ensuring the security and reliability of IT systems; and ongoing support of existing technology and tracking daily metrics.
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