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Some argue gen AIs emergence has rendered digitaltransformation pass. AI transformation is the term for them. Others suggest everything should be called business transformation or just transformation for short. What terminology should you use?
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.
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.
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. Steps To Driving A Successful DigitalTransformation.
By Bryan Kirschner, Vice President, Strategy at DataStax From the Wall Street Journal to the World Economic Forum , it seems like everyone is talking about the urgency of demonstrating ROI from generative AI (genAI). We know with the benefit of hindsight that under-investing in digitaltransformation meant leaving money on the table.
So the organization as a whole has to have a clear way of measuring ROI, creating KPIs and OKRs or whatever framework theyre using. What ROI will AI deliver? Manry is mindful that some AI deployments will deliver modest ROIs and others will deliver significant returns.
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.
The past decade in IT has been all about digitaltransformation. Transformations once envisioned to be a two- or three-year journey, to catch up or get ahead, have become a continuous journey with no end in sight. The philosophy behind adaptive systems is more about innovation than risk management.
Organizations that continued full speed ahead with their digitaltransformation initiatives during the COVID-19 pandemic are able to ruminate on what went right and what they would have done differently, with the benefit of hindsight. But there are lesser-known, less obvious attributes of a successful digital program.
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.
Are you thinking about initiating a digitaltransformation campaign in your company? Boston Consulting Group conducted a digitaltransformation study in 2020 to find out why such projects are missing the mark. Lack Of Expert Assistance How hard can digitaltransformation be? “I Let’s get started.
Corporate projects are classically evaluated on standard matrices such as return on investment (ROI), break-even period, and capital invested. But as organizations look to quickly leverage the power of emerging digital technologies for business growth, such an approach is falling short on expectations.
Yet it’s rare for any business leader not to say they wish they had a better ROI from their cloud spend. Using modern delivery practices, CIOs can optimize cloud operations with greater visibility into risk controls and vulnerabilities to encourage proactivity in addressing risks and defects, with a focus on value instead of capabilities.
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. So they’ll be patient when it comes to ROI.
Digitaltransformation must be a core organizational competency. The impact of generative AIs, including ChatGPT and other large language models (LLMs), will be a significant transformation driver heading into 2024. Improving customer support is a quick win for delivering short-term ROI from LLMs and AI search capabilities.
To bring sustainability home, IVL sought to maximize the efficiency of its plants through digitaltransformation by replacing data silos with a single data source that would revolutionize enterprise asset management (EAM). This disparity could lead to minor or even catastrophic chemical releases. “In
This is why many enterprises are seeing a lot of energy and excitement around use cases, yet are still struggling to realize ROI. 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.
Proving the ROI of AI can be elusive , but rushing to achieve it can prove costly. To drive gen-AI top-line revenue impacts, CIOs should review their data governance priorities and consider proactive data governance and dataops practices that go beyond risk management objectives.
Digitaltransformation has brought significant adoption of new technology and business models, including cloud solutions, e-commerce platforms, smart devices, and a significantly more distributed workforce. These, in turn, have brought with them an increase in new threats, risks, and cybercrime.
Talk about digitaltransformation.” Tie tech debt to other projects An IT modernization and digitaltransformation angle for replacing old software and hardware can be a compelling argument, says Tim Beerman, CTO at IT services firm Ensono. One way to frame the need to address tech debt is to tie it to IT modernization.
Regardless of where organizations are in their digitaltransformation, CIOs must provide their board of directors, executive committees, and employees definitions of successful outcomes and measurable key performance indicators (KPIs). As a result, outcome-based metrics should be your guide.
While time is of the essence for companies in this transformation process, cybersecurity must not be an afterthought. An explosion of OT assets As digitaltransformation has built momentum, manufacturers have rapidly increased the number of OT assets connected to their internal networks.
Integrated risk management (IRM) technology is uniquely suited to address the myriad of risks arising from the current crisis and future COVID-19 recovery. Re-starting business operations will require risk visibility not only across the organization but vertically down through the organization as well. Key Findings.
Ingesan, a subsidiary of the OHLA Infrastructure Group, the Madrid-based construction and concession management multinational, has launched the Empath-IA project, a joint initiative between HR management and the digitaltransformation division that aims to address the increasingly competitive demands and complexities in HRM.
But the partnership seeks to go beyond Cognizant’s internal use, with Microsoft and Cognizant teaming up to promote generative AI use across Cognizant’s global client base through the advisory and digitaltransformation services arm of Cognizant’s business. Generative AI, IT Consulting Services
Despite digitaltransformation being a highly effective way to further develop the long-term business model, it can be a very drawn-out and arduous process. And more than 22% of respondents are still asking themselves about the benefits or ROI after they’ve started their cloud journey.
Additionally, Deloittes ESG Trends Report highlights fragmented ESG data, inconsistent reporting frameworks and difficulties in measuring sustainability ROI as primary challenges preventing organizations from fully leveraging their data for ESG initiatives. Chitra Sundaram is the practice director of data management at Cleartelligence, Inc.
Enterprise transformation demands technology to work and people to adopt it. The “people” component of enterprise transformation can make or break digitaltransformation. While strong ROI is compelling, so is the fact that people issues are one of the top enterprise risks.
Over the past month, I’ve been speaking to various groups to help them prepare for the onslaught of digitalrisks in their organizations. A common theme is the need for greater risk quantification beyond the realm of traditional, qualitative governance, risk and compliance (GRC) approaches.
The study identified the top CEO priorities as, among others, leading digitaltransformation, reducing security risk, strengthening collaboration with executive colleagues, and implementing AI. 1 mandate to for CIOs to lead digitaltransformation. Business IT Alignment, DigitalTransformation, IT Strategy
For example, a real estate project of 100,000 square feet could net $1 million in add-on revenues over five years from digital twin-related services, and nearly 80% of an asset’s lifetime value is realized in operations. Digital twin use cases and ROI. This saves time and greatly reduces injury risk.
Like most CIOs you’ve no doubt leaned on ROI, TCO and KPIs to measure the business value of your IT investments. Of late, concerns about the public “cloud-first” approach have emerged to challenge business value and skewer ROI, TCO and KPIs. Maybe you’ve even surpassed expectations in each of these yardsticks.
Enterprise digitaltransformation and data. Most organisations undergoing a digitaltransformation understand that data is critical, but how many are actually managing data as an asset ? Your digitaltransformation initiatives fail. How data assets help enterprise digitaltransformation initiatives succeed.
Companies that do not anchor to brand purpose run the risk of spending millions on technologies that do not align to what customers care about. Otherwise, risks include lags in response time, a shortfall in anticipating customer needs, a reduction in customer trust and damage to the CX. Implement change enablement. Bryan Comite.
And you can’t risk false starts or delayed ROI that reduces the confidence of the business and taint this transformational initiative. More and more companies are looking at cloud migration. No less daunting, your next step is to re-point or even re-platform your data movement processes.
Organizationally, Wiedenbeck is a member of Ameritas’ AI steering committee, called the “mission team,” which includes the legal and risk officers, along with the CIO. To avoid this risk, Ameritas is not yet applying AI to either underwriting or direct customer interaction. “We Here is your chance to be that leader.”
According to its spring 2024 AI Adoption and Risk Report , 74% of ChatGPT usage at work is through noncorporate accounts, 94% of Google Gemini usage is through noncorporate accounts, and 96% for Bard. Those reasons seem to make sense, Chandrasekaran acknowledges, but they don’t justify the risks that shadow AI creates for the organization.
“Data is the new corporate currency” This phrase is regularly thrown around but most organisations are not connecting the dots, failing to see their data as a tangible asset in order to help their digitaltransformation efforts succeed.?. Your digitaltransformation initiatives fail. The result? The answer?
This “positions us to adapt effectively to the shifting business landscape, making the most of digitaltransformation and remote work arrangements.” The focus of his doctorate work was on how legacy companies effectively drive digitaltransformation with a focus on leadership processes and leadership digital acuity.
He added: “The strategy around cloud is not ROI on a case-by-case basis. Michael Riecica, director of security strategy and risk in Rockwell Automation ’s Chief Information Security Office, will drill into the security aspects of cloud strategy. Jackson, CEO of GlobalNet and the host of DigitalTransformers.
A staged approach enables risk mitigation and resource optimization and ensures modernization efforts bolster operational efficiency and competitive advantage. Plan: Develop a detailed road map considering dependencies, resources, and risk mitigation strategies. Now, let’s delve into the concrete steps and strategies.
CIOs are under intense pressure to deliver massive digitaltransformation initiatives with limited resources under tight time constraints. Project Management Offices (PMOs) find that process intelligence helps define clearer program scope, reducing the risk of scope creep and budget overruns.
With this objective in mind: Determine your organization’s innovation appetite (versus its risk appetite; it is too early to speak of ROI in the metaverse). Successful companies stay focused on delivering products and services in any technology context. Are we trying to improve efficiency?
According to IDC’s April 2024 Future Enterprise Resiliency and Spending Survey, Wave 4 , companies are increasingly allocating budgets to explore technologies like generative AI, with 53% increasing IT budgets and 30% shifting budgets from digitaltransformation. This strategy enables course corrections and mitigates risks.
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