“A company’s competitive standing, if not its very identity, may come down to how well it is positioned in the battle of ecosystems fighting for control of its supply chain and customers, Peter Sondergaard, senior vice president and head of research at Gartner Inc., tells CIO Journal. “The battle for emerging ecosystems .. this software platform battle is going to be really interesting. This is not a battle between companies such as Oracle and SAP. It is a battle between suppliers in an ecosystem.”
Source: Looming Battle of the Software Platform Will Define How Companies Go to Market – The CIO Report – WSJ
Predicting the future is fun, but this year we were more interested in actual business plans. We asked CIOs to share their top priorities for 2016.
Source: User Experience, Talent and Analytics among CIO Priorities for 2016 – The CIO Report – WSJ
Looking ahead to 2016, CIOs say a focus on the customer is paramount, even as they continue to manage a broader technology ecosystem and maintain their focus on speed and agility.
Source: CIOs Say Focus on Customer Is Paramount – The CIO Report – WSJ
To define business objectives, most large organizations host strategic planning sessions to set roadmaps to allocate budgets and resources for specific projects in the new year. Here are six strategic projects any business, regardless of size, should plan to implement in 2016.
Source: 6 strategic projects any business can implement in 2016 | CIO
In some ways, artificial intelligence – in the form of automated features within popular applications – is already helping us combat info-glut. Those small steps are leading inevitably to a future in which we’ll all rely on AI for daily assistance with mundane tasks.
Source: Can AI solve information overload? | CIO
Today’s column is brought to you by the letter “T,” lead letter for the T-shaped organization, master in operations and innovation and pacesetter for tomorrow’s businesses. “We need to find creative approaches to existing problems as well as identify important new problems to solve,” writes CIO Journal Columnist Irving Wladawsky-Beger. “In the end, this is what a T-shaped organization is all about.”
Source: The Rise of the T-Shaped Organization – The CIO Report – WSJ
Since it was introduced 20 years ago, disruptive innovation has devolved in some quarters from theory to tech conference tagline. “If disruption is a real business theory rather than a marketing term for anything new, it must be applied correctly to realize its benefits,” CIO Journal Columnist Irving Wladawsky-Berger writes.
Source: Now Is the Time to Revisit Disruptive Innovation – The CIO Report – WSJ
Almost all business processes suffer from excess complexity and variability, but both are difficult to spot—and even harder to eradicate—without fact-based analytical tools.
Complexity may drive as much as 15 to 30 percent of a large business’s total costs, according to various estimates.¹ In real numbers, if a company spends $1 billion on general and administrative expenses, anywhere from $150 million to $300 million² is incurred as a result of complexity, which encompasses overly complicated and widely variable business processes.
Source: Taming Complexity With Analytics – Deloitte CIO – WSJ