A long trail of empirical evidence shows that the increased productivity brought about by automation and invention leads to more wealth, cheaper goods, increased consumer spending power and ultimately, more jobs, writes Christopher Mims.
Eash Sundaram has built on JetBlue’s technology-driven legacy by pioneering new ideas from all fronts, including a new venture-capital arm.
CIO.com looks back at key digital transformations CIOs shepherded in 2016.
A dearth of technology talent doesn’t only impact individual IT departments – it affects entire sectors of the global economy. A lack of talent is not only a competitive disadvantage; it represents an existential risk.
Joseph Spagnoletti, former CIO of Campbell Soup Co., is deploying a framework that may provide an “aha moment” for IT. The general idea: Track returns on base systems and cut projects that don’t generate cash.
The CIO today, whether that person is new to a company or just a new CIO, has to be able to perform in three distinct areas. 1. Striking a balance between business and technology This balance means you need to be an expert translator on understanding the business, understanding the technology, and being able to translate the two together. You need to answer questions like these:
Your executive presence opens the door to greater leadership responsibilities, according to Joe Scherrer.
An overwhelming number of security executives view compliance as an effective strategy. But it’s not, and many CISOs need to rethink their priorities.
CIOs who aren’t learning what their customers want risk losing focus as they augment their business with digital capabilities.
Dan Roberts, CEO and President of Ouelette & Associates Consulting, has been coaching CIOs since 1984. Here, he shares his guidance on why courage matters in IT, and offers four ways for CIOs and others to be courageous in today’s changing enterprise environment.