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
Third, any commitment to a disruptive technology (including data-intensive and AI implementations) must start with a business strategy. I suggest that the simplest business strategy starts with answering three basic questions: What? Those F’s are: Fragility, Friction, and FUD (Fear, Uncertainty, Doubt).
Paul Beswick, CIO of Marsh McLennan, served as a general strategy consultant for most of his 23 years at the firm but was tapped in 2019 to relaunch the risk, insurance, and consulting services powerhouse’s global digital practice. But the CIO had several key objectives to meet before launching the transformation.
The reversal calmed immediate fears of an extended crisis, but the political instability sent ripples through financial markets and heightened uncertainty for South Korea’s role as a global technology hub. Its dominance in critical areas like memory chips makes it indispensable to industries worldwide. It accounts for 60.5%
Paul Beswick, CIO of Marsh McLellan, served as a general strategy consultant for most of his 23 years at the firm but was tapped in 2019 to relaunch the risk, insurance, and consulting services powerhouse’s global digital practice. But the CIO had several key objectives to meet before launching the transformation.
IT leaders are experiencing rapid evolution in AI amid sustained investment uncertainty. This whitepaper offers real strategies to manage risks and position your organization for success. As AI evolves, enhanced cybersecurity and hiring challenges grow.
That spectrum of budget adjustments is being met by a range of strategies by IT leaders seeking to make the most of their 2025 IT spend. More than nine in 10 IT decision-makers project their budgets will increase in 2025, according to the Forrester 2025 Budget Planning Guide for Technology Executives. through 2027.
Data silos, lack of standardization, and uncertainty over compliance with privacy regulations can limit accessibility and compromise data quality, but modern data management can overcome those challenges. It’s impossible,” says Shadi Shahin, Vice President of Product Strategy at SAS.
The system is inconsistent, slow, hallucinatingand that amazing demo starts collecting digital dust. We call this POC Purgatorythat frustrating limbo where you’ve built something cool but can’t quite turn it into something real. The truth is, we’re in the earliest days of understanding how to build robust LLM applications.
While hyperscalers would prefer you entrust your data to them again the concerns about runaway costs are compounded by uncertainty about models, tools, and the associated risks of inputting corporate data into their black boxes. As an IT leader, deciding what models and applications to run, as well as how and where, are critical decisions.
Speaker: Michelle Meyer, Founder and CEO of MatterProviders
Fortunately, she's here to walk you through the future of supply chain strategy and why your current approach is probably not working. In this exclusive webinar, she will explore ways to develop and perfect your new, innovative supply chain design in this post-pandemic era of economic uncertainty. Save your seat today!
By Bryan Kirschner, Vice President, Strategy at DataStax For all the deserved enthusiasm about the potential of generative AI, “ ChatGPT is not your AI strategy ” remains sound advice. That is a real job that bosses can do and will enjoy doing, and it will help your strategy effort. Does that definition resonate with you?
An operationalized carbon-neutral strategy requires end-to-end visibility on climate data. Dealing with uncertain economic environments, which can distract from sustainability issues: Energy prices, price inflation, and geopolitical tensions continue to fluctuate, and that uncertainty can impact focus on environmental sustainability.
This means that the AI products you build align with your existing business plans and strategies (or that your products are driving change in those plans and strategies), that they are delivering value to the business, and that they are delivered on time. Machine learning adds uncertainty.
2023 was a year made notable by a range of unexpected, unpredictable, and fast-moving challenges that, despite seemingly having little to do with technology, had profound impacts on IT strategies. To guide an organization through uncertainty, IT leaders must help ensure everyone in the company is on the same page, Srivastava says.
If the last few years have illustrated one thing, it’s that modeling techniques, forecasting strategies, and data optimization are imperative for solving complex business problems and weathering uncertainty. Don't let uncertainty drive your business. Uncover how an interactive web application can be built on top of your model.
Medium to long-term strategy Analysts point out that while several tech companies are reducing their workforce, Dell is one of the few who has recorded weak financial performance. These actions resulted in a reduction in overall headcount. Significantly, this comes after Dell’s recent announcement of a stringent return-to-office policy.
As a result, they will need to invest in data analytics tools to sustain a competitive edge in the face of growing economic uncertainty. Big data technology can significantly improve the company’s pricing strategy. Big data technology used to be a luxury for small business owners. In 2023, big data Is no longer a luxury.
Economic uncertainty Organizations are concerned about multiple economic forces that are all causing uncertainty, says Srinivas Mukkamala, chief product officer at Ivanti. How do you future-proof your business in the face of so much uncertainty? How do we grow our business responsibly?” How do we get the talent we need?
Today’s business climate is rife with economic uncertainty that is causing IT leaders to do more with less while still innovating to support the business. A composable ERP strategy isn’t all butterflies and rainbows, though. Let’s dive in. However, there are some downsides to this ERP approach.
It’s no surprise, then, that according to a June KPMG survey, uncertainty about the regulatory environment was the top barrier to implementing gen AI. So here are some of the strategies organizations are using to deploy gen AI in the face of regulatory uncertainty. Not without warning signs, however.
In this first episode of our 5-episode podcast , Essential Connections: The Business Owner’s Guide to Growth During Economic Uncertainty , we welcome Jamie Domenici, Chief Marketing Officer at GoTo. Navigating today’s turbulence requires a strategy that allows for agility and strength. Jamie’s advice? IT Leadership
2 Key challenges include a shortage of talent and skills (62%), unclear investment priorities (47%), and the lack of a strategy for responsible AI (42%), BCG found. Such bleak statistics suggest that indecision around how to proceed with genAI is paralyzing organizations and preventing them from developing strategies that will unlock value.
Saving money is a top priority for many organizations, particularly during periods of economic uncertainty. Today, security, networking, and IT teams are faced with reduced headcount, shrinking budgets, and the very real need to do more with less. That means adding more appliances.
Technical competence results in reduced risk and uncertainty. As AI maturity increases, a non-incremental, holistic, and organization-wide AI vision and strategy should be created to achieve hierarchically-aligned AI goals of varying granularity—goals that drive all AI initiatives and development. AI Goals as a Function of Maturity.
The pressure is on to navigate economic uncertainty. Economic conditions aside, developing financial acumen was the leading skill CIOs surveyed at the December 2022 Metis Strategy Digital Symposium were looking to sharpen as they contemplate expanded roles in the C-suite. Securing the technical estate from bad actors?
CIOs are readying for another demanding year, anticipating that artificial intelligence, economic uncertainty, business demands, and expectations for ever-increasing levels of speed will all be in play for 2024. Yet, CIOs remain both undaunted by that list and expectant about what they can achieve. We’re piloting, PoC-ing.
The economists lament, “ A thick fog of uncertainty still surrounds us.” Uncertainty is our jam.” minutes of downtime per year), and expanding digital capabilities in a world characterized by massive economic, political, social, and technological uncertainty. After all, uncertainty is the one certainty.
These capabilities are becoming more crucial to stay ahead of uncertainty and change and get smarter about every aspect of your business: your customers, your suppliers and partners, your competitors, your employees, your processes, your operations, and your markets. And data, analytics, and AI are going to drive this future.
Dovico just hit the 90-day mark in her CIO role at Beyond Bank, so she’s still in the listening phase while new a new executive team and business strategies are launched and formalized across the broader organization. While all this goes on, however, the underlying purpose stays the same. “We Watch the full video below for more insights.
Build a strategy around developing future-ready talent.”. All successful CIOs know how to instruct, motivate, energize, and even excite their teams. Yet only a relative handful of IT leaders can truly be described as inspirational figures, capable of leading their teams to goals that collegues at other enterprises can only dream about.
CIOs and others who manage technology teams are advised to see beyond the churn of constant upskilling, and consider what people excel at: creativity and critical thinking, business strategy, and building strong relationships that increase employee satisfaction while boosting the organization’s performance.
Digital disruption, global pandemic, geopolitical crises, economic uncertainty — volatility has thrown into question time-honored beliefs about how best to lead IT. Thriving amid uncertainty means staying flexible, he argues. . The past few years in IT have exemplified this. Develop team trust. Budgets may need adjusting,” he says.
In almost every case, there’s an increased need for data insight and technology-enabled agility to reaffirm technology’s position at the center of investment strategy in order to achieve organizational growth. Not necessarily. That’s a core benefit of cloud. That’s why one of the first moves to consider is optimizing your cloud spend.
The completion of such transformative EV and hydrogen fuel cell engineering — amid uncertainty about which technology will prevail as the industry standard — reflects the one constant American Honda’s VP of IT Bob Brizendine has confronted throughout his 36 years with the company: an ever-changing, winding road that never slows down. “We
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). On the one hand, enthusiasm for getting out of “ pilot purgatory ” is a good sign.
The global IT services industry is at a significant crossroads, with the explosive growth of generative AI and deepening economic uncertainties reshaping its future. Although there are efforts to boost industries such as semiconductors, there is much uncertainty about when the impact may be seen.
When he’s not immersed in cybersecurity, hybrid cloud strategy, or app modernization, David Reis, CIO at the University of Miami Health System and the Miller School of Medicine, spends his time working with the board of directors and top leadership to reimagine healthcare and take the lead driving digital transformation.
Digital transformation is not a strategy —a strategy has an end point, a set of tactics designed to achieve that end point, and a timeline. IT strategy in the digital age. The path forward begins with strategy and strategy begins with conversations—conversations with customers, employees, suppliers, and stakeholders.
Ceridian SVP and CIO Carrie Rasmussen got a 7% bump in her IT budget for 2022, with her company’s growth, its ongoing digitalization drive, and security mindfulness driving the boost. More specifically, Rasmussen is boosting her spend on cybersecurity to help manage risk, a key element for enabling Ceridian’s planned global expansion.
Pre-COVID, agility became an aspiration and rallying cry for organizations seeking to embrace emerging technologies and pursue technology-enabled innovation, often to stave off digital disruption in their industries. Once the pandemic hit, that nice-to-have became an existential necessity. “As This goes beyond implementing agile methodology.
There’s no better type of job security than indispensability. Once an IT leader is regarded as essential by his or her employer, recognition rises, colleagues begin listening, project doors swing open, and salaries and benefits skyrocket. Achieving indispensability isn’t as challenging as it may sound. Inquisitiveness.
Whether financial models are based on academic theories or empirical data mining strategies, they are all subject to the trinity of modeling errors explained below. All models, therefore, need to quantify the uncertainty inherent in their predictions. Image by Mike Shwe and Deepak Kanungo. Used with permission.
Tax planning is playing an increasingly important part in corporates’ enterprise resource management (ERM) strategies, driven by the many uncertainties created by political, economic, and pandemic-related trends. Reputational management is another driver for boards to build tax planning into ERM strategies.
But with the addition of more renewable energy to its portfolio, weather uncertainty becomes a greater challenge for AES. American utility and power company AES launched a renewable energy program in mid-2022 that is not only reducing its carbon footprint but adding wealth to its coffer. To achieve that, the Arlington, Va.-based
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