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They want to expand their use of artificial intelligence, deliver more value from those AI investments, further boost employee productivity, drive more efficiencies, improve resiliency, expand their transformation efforts, and more. One of them is Katherine Wetmur, CIO for cyber, data, risk, and resilience at Morgan Stanley.
This year saw emerging risks posed by AI , disastrous outages like the CrowdStrike incident , and surmounting software supply chain frailties , as well as the risk of cyberattacks and quantum computing breaking todays most advanced encryption algorithms. To respond, CIOs are doubling down on organizational resilience.
Digitaltransformation is a broad term that is difficult to define precisely. Think of digitaltransformation as a way to future-proof a business. But, you can consider it a change in the business activities to prioritize your business’s digital presence. Approach To Digital Marketing.
One of the world’s largest risk advisors and insurance brokers launched a digitaltransformation five years ago to better enable its clients to navigate the political, social, and economic waves rising in the digital information age.
million —and organizations are constantly at risk of cyber-attacks and malicious actors. In order to protect your business from these threats, it’s essential to understand what digitaltransformation entails and how you can safeguard your company from cyber risks. What is cyber risk?
One of the world’s largest risk advisors and insurance brokers launched a digitaltransformation five years ago to better enable its clients to navigate the political, social, and economic waves rising in the digital information age.
Despite the best of intentions, CIOs and their organizations often struggle to deliver business outcomes from digitaltransformation strategies. And while KPMG reports that 72% of CEOs have aggressive digital investment strategies, McKinsey details a harsh reality that 70% of transformations fail.
Digitaltransformation programs promise a wealth of advantages, but unforeseen challenges can cancel out measurable value. Careful planning and holistically evaluating your system integration (SI) partner proposals are critical steps in your transformation initiative. What primary risks lead to value erosion?
CIOs perennially deal with technical debts risks, costs, and complexities. While the impacts of legacy systems can be quantified, technical debt is also often embedded in subtler ways across the IT ecosystem, making it hard to account for the full list of issues and risks.
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.
While digital initiatives and talent are the board directors’ top strategic business priorities in 2023-2024, IT spending is forecasted to grow by only 2.4% 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.
As a digitaltransformation leader and former CIO, I carry a healthy dose of paranoia. Call it survival instincts: Risks that can disrupt an organization from staying true to its mission and accomplishing its goals must constantly be surfaced, assessed, and either mitigated or managed. Are stakeholders struggling or unhappy?
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%
The past decade in IT has been all about digitaltransformation. This is perfectly fine in theory because digitaltransformation should be a continuous journey and not a one-time effort. We’re also now dealing with disruption in all its forms, not just that of digital upstarts arising to eat our market share.
Despite AI’s potential to transform businesses, many senior technology leaders find themselves wrestling with unpredictable expenses, uneven productivity gains, and growing risks as AI adoption scales, Gartner said. This creates new risks around data privacy, security, and consistency, making it harder for CIOs to maintain control.
Once a vanguard business strategy, digitaltransformation has become a perennial objective for business survival. Most CEOs (72%) continue to prioritize digital investments, according to the 2022 CEO Outlook report from KPMG, in part due to concerns about emerging and disruptive technology, a top three risk to organizational growth.
These challenges grow even more pronounced in tracking progress across intricate digitaltransformation initiatives. Ultimately, these businesses run the increasing risk of falling behind in their markets. These digital operating models help enhance visibility, foster trust, and deliver tangible value.
So if you are seeking to lead transformational change at your organization, it’s worth knowing the 10 most common reasons why digitaltransformation fails and what you as an IT leader can learn from those failures. Resistance to change Change is hard, and digitaltransformation requires a lot of it.
A new area of digitaltransformation is under way in IT, say IT executives charged with unifying their tech strategy in 2025. Adopting emerging technology to deliver business value is a top priority for CIOs, according to a recent report from Deloitte. But that will change. “As Mentors are crucial to your success,” he says.
Organizations can maintain high-risk parts of their legacy VMware infrastructure while exploring how an alternative hypervisor can run business-critical applications and build new capabilities,” said Carter. Having a Plan B is table stakes for any IT team. This may involve embracing redundancies or testing new tools for future operations.
With supply chain issues and the impending recession, digitaltransformation remains a pressing strategic imperative. However, key digitaltransformation milestones remain out of reach for far too many teams. The survey also revealed that digitaltransformation initiatives are tightly aligned with VSM.
Interestingly, developing existing talent is the third most cited focus for digitaltransformation — a sign that leaders recognize the importance of preparing employees to work with gen AI. Digitaltransformation harder than ever Despite that emphasis on making the most of AI, banks continue to struggle with digitaltransformation.
When you’re guiding a large enterprise on a complex, long-term digitaltransformation journey, it can be very difficult to know which near-term steps will get you most rapidly to your desired destination. Cox Automotive Within Cox Automotive, the use of VSM has been instrumental in achieving success in digitaltransformation.
Digitaltransformation initiatives, for the most part, offer significant advantages—enhancing efficiency, agility, and innovation across the business. As IT landscapes and software delivery processes evolve, the risk of inadvertently creating new vulnerabilities increases.
In a recent interview with Jyoti Lalchandani, IDCs Group Vice President and Regional Managing Director for the Middle East, Turkey, and Africa (META), we explore the key trends and technologies that will shape the future of the Middle East and the challenges organizations will face in their digitaltransformation journey.
Although enterprises acknowledge the importance of digitaltransformation in the current environment of flux, few succeed in their digital initiatives. A major reason so many digitaltransformation programs fail is that enterprises view them as technology problems rather than the organizational challenges they truly are.
We know upskilling and reskilling are critical to digitaltransformation and thriving in the future of work. Yet, despite the investments in IT training, we have a chronic skills shortage that’s causing, on average, digitaltransformations to fall behind by five months. Learning is failing IT. IT workers understand this.
Resistance to digitaltransformation comes in many forms. And sometimes it takes a wizard — or a CIO with a satchel of magic tricks — to overcome them. You’ll need to persuade employees and middle management to leave their comfort zones and change how they operate. Her magic trick: Hand out Kinder Surprises. And they love it.
Zulfi Jeevanjee, EVP and CIO, believes the best way to build and align next-generation business processes and modern IT platforms is to build anew, and so he is taking a cloud-first approach to digitaltransformation, dumping out all legacy infrastructure along the way. To fuel its transformation, the Northbrook, Ill.-based
Digitaltransformation and climate change initiatives have similarities despite having different foci. Digitaltransformation focuses on integrating digital technologies into all business areas, fundamentally changing how the organisation operates and delivers value to customers. Houston, we have a problem.
Working in the British public sector, he’d seen a digitalization program fail because of command-and-control management, where gains achieved by a highly centralized approach quickly unravelled when the civil servant at the helm moved on. The next move in citizen engagement will be a digital wallet.
Cybersecurity and systemic risk are two sides of the same coin. As we saw recently with the CrowdStrike outage, the interconnected nature of enterprises today brings with it great risk that can have a significant negative effect on any company’s finances. This should be no surprise since the global average cost of a data breach is $4.88
Malik noted that 5G has been in the GCC for more than five years, enabling both carriers and industry customers to explore the possibilities of a truly digital world. “New New technologies like AI and IoT are coming into play,” he said, underscoring how these innovations are driving transformation across sectors.
At the helm of the Center’s technological evolution is Dr. Fahad Almoqhim, Chief Information Officer (CIO), who has been instrumental in leading the center’s digitaltransformation. Dr. Almoqhim has spearheaded several transformative initiatives during his tenure. “We
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.
If there’s a company that can boast being 100% digital native, it’s PayPal, the platform that allows companies and consumers to send and receive digital payments in a secure, comfortable and profitable way. User data is also housed in this layer, including profile, behavior, transactions, and risk.
In the ever-changing landscape of digital threats, artificial intelligence (AI) has emerged as both a formidable ally and a dangerous adversary. Gone are the days when simple firewalls and antivirus software could keep our digital assets safe. Theres also the risk of over-reliance on the new systems.
What steps can be taken to minimize the risk of hackers penetrating the mainframe? Add to that the rise of open-source software among mainframe developers, and proactively working to stamp out any security risks becomes even more critical. But only eight percent of those buyers are purchasing IT management software.
IT spending is driven more by a desire to enable business goals, such as growth, and managing risks, including cyberattacks, says Yvette Kanouff, partner at JC2 Ventures, a tech-focused venture capital firm. At the same time, the CEOs surveyed see a focus on short-term performance as the top barrier to innovation.
Adding smarter AI also adds risk, of course. “At The big risk is you take the humans out of the loop when you let these into the wild.” According to Gartner, an agent doesn’t have to be an AI model. It can also be a software program or another computational entity — or a robot. And, yes, enterprises are already deploying them.
Nearly four in 10 CIOs surveyed recently in a recent CIO Sentiment Survey by IDC said they expect to overspend on digital infrastructure over the next 18 months. Talk about digitaltransformation.” The trick for CIOs who have significant tech debt is to sell it to organization leadership , he says.
As many organizations were accelerating digitaltransformation initiatives, the higher-performing teams excelled at change management and agile planning practices. CIOs have a new opportunity to communicate a gen AI vision for using copilots and improve their collaborative cultures to help accelerate AI adoption while avoiding risks.
Karen Higgins-Carter, previously CIO of Webster Bank, joined Gilbane just over a year ago as CDIO with the responsibility of digitallytransforming this 153-year-old business. We’re in an industry that is ripe for transformation,” says Higgins-Carter, pictured above, center. People build buildings.”
We examine the risks of rapid GenAI implementation and explain how to manage it. These examples underscore the severe risks of data spills, brand damage, and legal issues that arise from the “move fast and break things” mentality. Air Canada was ordered to compensate a customer misled by its chatbot.
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