Posts Tagged 'CIO'

May 032016
 
EA's Role in the Innovation Management Process

By asking the CEOs of some of the most successful and influential companies in the world, such as GE and Google, a clear definition of innovation manage­ment emerges. The definition addresses the need to quickly and effectively implement organizational goals and objectives to remain competitive and the desire to strengthen advantages through the adoption of innovative ideas, products, processes, and business models.[1] Enterprises facing increasing competition and the pressure of techno­logical innovation are beginning to realize that to drive organic business growth and maintain a competitive advantage, they need to discover and imple­ment innovation quickly and with great care to ensure maximum value. One-off innovations are moderately easy to take advantage of, but to create a pipeline of Read more

Apr 052016
 

The Internet of Things. Location-based services. Automated reasoning. Social media. Wearables. Analytics. I could extend this list of “game-changing” technologies, and so could you. What’s a CEO, CIO, CTO, CFO, or business unit president to do? Especially when they go to an investor conference and they’re asked to explain “the game-changing technology plan”? Those who work in the C-suite need smart people, budgets, and technology solutions to impact their business processes and overall business model. In other words, game changers need context; otherwise, C-suite(rs) end up chasing “the next great things,” which is what many companies have done for decades. Remember business process reengineering, Six Sigma, matrix ­management, and management by objectives? Who ­created Six Read more

Welcome, Ken Morris

 Posted by on Dec 2, 2013  No Responses »
Dec 022013
 
Welcome, Ken Morris

Ken Morris quietly joined Cutter’s Business Technology Strategies practice earlier this fall. And since that day, he’s been impressing Cutter clients and staffers alike! Like many Cutter Senior Consultants, Ken is a seasoned CIO. He has held senior IT leadership positions with two global specialty chemicals companies and a global industrial gases company over the past 20+ years. Ken is known for consistently delivering business value by cultivating, motivating, and leading high performance teams that are passionately invested in the success of the organization and the enterprise. Heady stuff! But when you meet Ken, you’ll know exactly why it’s true. Keep your eyes peeled for insight from Ken here at the Cutter Blog, and also Read more

Coherence of Vision

 Posted by on Aug 27, 2013  No Responses »
Aug 272013
 
Coherence of Vision

In my recent blog post Choosing Your Point of Organizational Incoherence, I stressed the importance of making a choice on how to deal with systemic incoherence that is beyond your control as a CIO or a CTO. Technology, economy and society are not likely to be aligned anytime soon; emphasis on maximizing shareholders value might make it impossible for you to make certain strategic investments; and, unrealistic expectations about predictability of the software development process might make you want to tear your hair out. True and painful that these three factors and possibly many others might be, you can’t just sit on your hands waiting for all the moons to be aligned. You have to Read more

Mar 112013
 

I saw the announcement of the Cutter Report on the proposed “Chief Data Officer” role, by Larissa Moss and Sid Adelman, and I have a problem with its message. Thank goodness that differences of opinion are accepted and even encouraged among Cutter consultants! I have absolutely no problem with stressing the importance of data in the enterprise, and the need to govern that data. On the contrary, I love information architecture, master data management, and other related concepts. I’ve quoted Larissa Moss before, because she said some really important things a number of years ago, before anyone else did. There. But if we need Chief Data Officers, it means that we have failed miserably at Read more

Feb 252013
 

The expanding investments in people and the retracting investments in people precede the economic business cycle of boom or bust. In other words, when companies begin to re-invest in people, productivity increases, creativity soars, new products appear and new customers are engaged. When companies pull back on people investments, sales start to sag, productivity declines, product introductions slow to a trickle and soon the business falters. The faltering of business is usually obfuscated initially by the drive for efficiency and financial engineering of the books but the employees reflect the dropping corporate barometric pressure. Rumors fly, people begin to hang out at the water cooler to commiserate and speculate about what is going on. High Read more

Nov 012012
 

IT organizations worldwide use dashboards to provide managers with the key performance metrics they need to steer their organizations in the right direction and make important strategic business decisions. However, the data being measured must be meaningful for the dashboard to be valuable. Considerable effort and resources can be wasted tracking the wrong information. Dashboards need to be regularly reviewed to ensure they incorporate data from all relevant sources. For example, organizations must now incorporate and leverage the vast amount of data coming in through their various social media channels, as this data provides key information on trends that can affect an organization’s bottom line. So what is the secret to designing a dashboard that Read more

Our Walls are Thicker

 Posted by on Sep 25, 2011  1 Response »
Sep 252011
 
Our Walls are Thicker

A couple of years ago I found myself immersed in a devops dialog with an executive of a fully integrated service provider. I forgot how many hundreds, if not thousands, of developers reported to her. While all might not have been well with the way software was produced in her organization, the bigger problem she was wrestling with was time-to-value. The software might be done, or even ‘done done’ as Agilists would often say, but its deployment unto the data centers owned and operated by the very same service provider was agonizingly slow. In particular, time to deployment of anything that touched legacy code was “infinite.” Figure 1: Wall of Confusion Slide By Patrick Debois Read more

May 032011
 

In the US and in industrial countries around the world, the recent economic crisis has triggered the first serious consideration of national spending priorities for more than a decade. Supposedly, every option is being explored and unfortunately, in many cases deficits are being balanced out by reduction in long-term investments in existing infrastructure. There are a few bright spots, however. For example, in the US, President Obama has included new money for high-speed rail. But what about roads and bridges and dams? Well, things are pretty bleak. A dam safety study in 2009 showed that out of 84,000 dams listed in the database, 4,000 needed remediation and 2,000 were classified as “high-hazard,” meaning that the Read more

Feb 102011
 

We’re thrilled to announce that Ron Blitstein has joined Cutter’s management team and is now Director of Cutter’s CIO practice. While this role is new for Ron, Ron is not new to Cutter! He’s been a Fellow of the Cutter Business Technology Council since 2007, and a Senior Consultant with our Business-IT Strategies practice. As Director of the CIO practice — which includes research, consulting, and training services around business-IT strategy and trends, enterprise risk management, security, sourcing, and innovation — Ron will lead the community of Senior Consultants focused in these areas and will lay out the research agenda in these domains. Ron’s 30-year career includes extensive international operations experience and spans all aspects Read more