Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
Omni, Relignment, Cloud, Analytics, Big Data, Security etc should not remain just conversation points. The CIO strategy is, and should be continually up for renewal. The time is ripe for the CIO to lead innovation in a business and not trail the business by helping make just operations efficient.
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
Omni, Relignment, Cloud, Analytics, Big Data, Security etc should not remain just conversation points. The CIO strategy is, and should be continually up for renewal. The time is ripe for the CIO to lead innovation in a business and not trail the business by helping make just operations efficient.
CIOs tell The Economist Magazine's Intelligence Unit how they're becoming more strategic to their businesses via
http://pinterest.com/pin/251920172879153093/
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
If you are a senior IT leader, you need to make the same kinds of disciplined choices for your department that the CEO and top leadership team are making about the strategic direction of the enterprise. Here's how to develop a sophisticated, more strategically oriented information technology approach--based on six ways to create value for the enterprise, and five archetypes that resolve the tension among those six value drivers.
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
Mark Bolgiano and Gavin Clabaugh ruminate on the role of a successful CIO within nonprofit organizations. An informal presentation at the NTC, Seattle 2006.
From my archive - Gavin Clabaugh
CIOs tell The Economist Magazine's Intelligence Unit how they're becoming more strategic to their businesses via
http://pinterest.com/pin/251920172879153093/
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
If you are a senior IT leader, you need to make the same kinds of disciplined choices for your department that the CEO and top leadership team are making about the strategic direction of the enterprise. Here's how to develop a sophisticated, more strategically oriented information technology approach--based on six ways to create value for the enterprise, and five archetypes that resolve the tension among those six value drivers.
IT Integration Done Right
It may or may not surprise you, but about 70% – 90% of M&As fail, for one reason or another. The integration of two companies into one functional unit inevitably involves great change. Culture, business strategies, and many other variables need to be adapted to fit new environments, people, and goals.
Are you prepared to take on the pressure and complexity of an IT M&A? Our new M&A Playbook for IT is your roadmap to navigating the biggest IT integration challenges and driving business goals.
In this strategy brief, find out:
-The three common M&A pitfalls that CIOs must avoid
-How to improve synergy, lower costs, and shorten time to market
-How to determine the right level of IT integration for your company
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
Mark Bolgiano and Gavin Clabaugh ruminate on the role of a successful CIO within nonprofit organizations. An informal presentation at the NTC, Seattle 2006.
From my archive - Gavin Clabaugh
Chief information officer performance appraisalmolliebell246
Chief information officer job description,Chief information officer goals & objectives,Chief information officer KPIs & KRAs,Chief information officer self appraisal
Analyzing Gartner's CIO Study: Fliping to Digital Leadership HARMAN Services
Why CIOs Need To “Flip” From Old To New In Terms Of Information And Technology Leadership, Value Leadership And People Leadership. We analyzed and decoded Gartner's latest report to find out more!
Wikibon Infographic on the Changing Role of the Chief Information Officer (CIO). Impact of Big Data, Cloud, Mobile, and much more. See the full article and original post http://wikibon.org/blog/the-changing-role-of-the-cio-infographic/
The ecosystem equation collaboration in the connected economy @harvard biz @i...Diego Alberto Tamayo
IT infrastructure will play a vital role in enabling organizations to become
connected economy leaders. With an IT infrastructure designed for cognitive workloads, you can
act at the speed of thought. It accelerates technology breakthroughs through open architectures
that foster collaborative innovation. Finally, it works with your cloud platforms to extend the value
of your systems and data. Put it all together and instead of observing change unfold, you can seize
the opportunities created by the connected economy.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
This article takes a look at the 5 disruptive trends that are effectively changing the role of the CIO and the IT function— a shift in responsibility for IT to business units; the convergence of IT and business process outsourcing; the onset of big data, analytics, social and mobility; the commoditization of IT; and the consumerization of IT. The 5 drivers of transformation are: responsibility for IT is moving the business, convergence of ITO and BPO, mobility and analytics, commodiziation of IT, and consumerization of IT.
Digital transformation is fundamentally changing people’s lives and the
ways companies do business. Around the world, we’re working to develop
solutions that give time back, make us safer and healthier, and bring
significant environmental benefits. People around the world are working
hard to create a future where we’re never delayed during air travel due to
mechanical issues. Where smart buildings have ambient intelligence that
allows meeting rooms to adjust to your preferences. They’re envisioning a
world where automobile accidents are almost nonexistent, and your car
becomes a living room or office on wheels. And a world where medical
treatment is personalized based on your DNA, dramatically improving your
health and quality of life. This is what Microsoft calls the digital difference.
We asked Harvard Business Review Analytic Services to help us look at the pace of innovation
and how prepared business leaders are for this change. We also wanted to know what projects
mattered most and what industries were most receptive to and ready for change.
We were surprised by the strategy gap and encouraged by the optimism. Business leaders know
their industries are ripe for transformation, and in most cases are eager to bring the benefits of
technology to their businesses.
At Microsoft, we aim to partner with business leaders to find the digital difference they can make.
Partnering with companies of all sizes, we recognize that one big idea isn’t enough anymore.
Decades ago an innovative shoe design, a beautiful device, or smartly designed software could
lead a company to achieve market dominance for a long time. But now micro revolutions occur
every 12-18 months, so companies must be in a continual state of transformation.
We are moving into a time when rapid innovation and speed to market are more critical than ever.
This makes the partnership between humans and machines critical—when we combine people’s
ideas and creativity with advanced technology, we get digital leadership.
A business leader interviewed for the study said we need to transform “the engine of the
company.” To do this, leaders need to bring in tech and cultural changes that empower their
employees, engage customers in new ways, optimize operations, and transform products.
Rebuilding an organization around these areas creates a fully digital company that can change
ahead of its customers and competition.
What is Digital Transformation | Digital Transformation Myths and Trends 2018hakuna matata solutions
If you want to lead your organization through digital transformation, the first step is understanding the realities of digital transformation. In this SlideShare we use excerpts from a few, prestigious industry reports/white papers to dispel a few myths.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
IT that matters in the new machine age prioritizes cybersecurity, innovation, time-to-market and customers over cost-cutting, according to our latest study. Here’s what the future looks like for IT infrastructure, including our HEROES framework to guide you along the way.
ImageTech Corporation Announces it has launched its Kickstarter program and Video for its unique printing solution Supporting mobile users On-the-Go™
With printWiFi and printUSB, there are:
No emailing confidential documents to a PC for printing
No need to find a Mobile Compatible Printer
No need to gain access to local area networks (that are often secured)
No downloading of Printer Drivers
The Company's printWiFi and printUSB patent pending technology enables On-the-Go Mobile Users to print wherever they are. The small, mobile printer controllers connect directly to a printer via a USB cable and are preloaded with over 5,000 printer drivers. printUSB links smart mobile devices directly to local printers using USB connections for both the mobile device and the printer. printWiFi adds a dedicated printing WiFi hotspot, through its own unique WiFi signal, supporting up to 30 simultaneous mobile device connections. Both products come to life through a free downloadable printView® App, which enhances the mobile device’s ability for importing and viewing documents, as well as accurately preparing documents for printing.
Kickstarter Link:
https://www.kickstarter.com/projects/836885498/487237152?token=e5ca5d9c
About ImageTech Corporation, (www.ImageTechCorp.com)
We are entering into a new era of unprecedentedchange across a multitude of dimensions. Complexity built up over decades limits the ability to innovate; radical simplification is needed to unlock potential. Drive business innovation to maintain competitive advantage.
New EAS Bridge App Enables Salesforce.com and SAP Business Bydesign Seamless Integration
Many customers are using Salesforce.com but they are looking to complement this with a cloud based ERP System. EAS provides a solution to seamlessly integrate Salesforce with SAP Business ByDesign.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
1. A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES
Business Transformation and the CIO Role
Sponsored by
2. SPONSOR’S PERSPECTIVE
I know we’ve struck a chord when more than one Red Hat customer asks me the same question. Lately, they’ve asked, “How can collaboration help us deal with cultural changes as IT departments move from the back office to the front office?” This kind of change management affects everyone from our financial customers to government and retail. And what they’re really asking isn’t limited to their IT departments.
Innovation isn’t just a technology thing. And innovation can’t happen in a vacuum. With the Enterprisers Project, we are doing what Red Hat does best—acting as a catalyst in a larger community. In this case, it’s a community of IT executives who are responsible for steering the ship and making change happen.
The Harvard Business Review Analytic Services research Red Hat sponsored as part of the Enterprisers Project is meant to inspire conversations about IT innovation between CIOs and other corporate executives. Why? Only one-fifth of CIOs are considered trusted partners. And
with only 16% considered a peer or business game changer. It’s clear that more conversations need to happen.
What stands out most to me is that the companies the report calls “innovation accelerators” have so clearly broken away from the pack. They focus on things like customer experience strategies and service innovation. Not surprisingly, their IT departments broke the mold, too--using technology to set the business apart, not just keep the lights on and the data flowing.
We call innovation-focused CIOs “enterprisers” because they work every day to understand how their enterprise fits together, and how to be enterprising by supporting IT innovation to advance business goals. The Enterprisers Project grew directly out of Red Hat’s mission to be the catalyst of change in communities of contributors and partners and customers building better technology. We don’t have all the answers, but if we as IT leaders all get together, we know we can solve these problems.
Jim Whitehurst
CEO, Red Hat
JIM WHITEHURST
CEO
RED HAT
Sponsored by Red Hat as part of
The Enterprisers Project,
www.enterprisersproject.com
ABOUT RED HAT
Red Hat is the world’s leading provider of open source software solutions, using a community-powered approach to reliable and high-performing cloud, Linux, middleware, storage and virtualization technologies. Red Hat also offers award-winning support, training, and consulting services. As the connective hub in a global network of enterprises, partners, and open source communities, Red Hat helps create relevant, innovative technologies that liberate resources for growth and prepare customers for the future of IT. Learn more at www.redhat.com or www.redhat.com/overview/.
4. 2 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Figure 2
Innovation Accelerators Will Surge Ahead
What areas of your business will be most affected by IT-enabled innovation over the next three years?
Business models
53%
70%
36%
34%
64%
29%
41%
64%
31%
41%
64%
38%
26%
45%
23%
35%
44%
23%
Products and services
End-user processes
Supply chain/partner operations
Internal enterprise operations
Customer engagement and insight
■ Innovation not a priority ■ Ad hoc innovators ■ Innovation accelerators
IT-Driven Business Transformation
The way organizations engage with and understand their customers leads the list of areas that will be
changed the most by IT-enabled innovation with 55% of all respondents saying it will be changed signifi-cantly
and 20% saying it will be completely transformed (rating it a 10 on a scale of 1-10). Such transfor-mations
can have significant payoff, as long as the goals are clearly defined. For example, a $650 million
innovation project at a large state government agency is returning $4.7 billion to the state in additional tax
revenue—a 7:1 return on investment—by aggressively pursuing self-service on the web and becoming a lot
more sophisticated in their use of taxpayer data. “We model ourselves on the banking industry,” said the
CIO. The agency is tapping into new sources of data (for example, 1099s and W2s from the IRS) to collect
on taxes due; modernizing the models used to select cases for audit and collections; and centralizing all
taxpayer address data in one location where it can be updated with new information from the US Postal
Service, DMV, IRS, taxpayers themselves and more—thereby dramatically reducing the 1.5 million pieces
of undeliverable mail sent out in the past.
Respondents also said that IT-enabled innovation would change the way employees do their work (48%
significantly changed; 15% completely transformed); the company’s products/services (46% changed; 11%
transformed); and business models (42% changed; 13% transformed). For Accelerators, the numbers are
significantly higher; for example, 70% say their approach to customer engagement and insight will be
significantly changed, and a full third say it will be completely transformed. figure 2
This translates to a number of specific projects that respondents expect to engage in over the next three
years. Over half said they will automate business processes (67%); execute customer experience strate-gies
(66%); create new applications (60%); and innovate their services (57%) and business models (56%).
5. BUSINESS TRANSFORMATION AND THE CIO ROLE | 3
A vice president of business development at a global real estate company offered an example of how
profound such changes can be. “Real estate has traditionally been viewed as a cost center,” he said, but
technology is changing that. “We’re turning that around to show our customers how real estate can add
value,” for example, by using analytics to determine the best location for a new manufacturing plant, fac-toring
in everything from energy costs to supply chain factors, and showing how that fits into the client’s
overall global strategy. “We’re helping them see the future.”
Innovation Accelerators are more than twice as likely to invest in the creation of new applications than
their non-prioritizing peers. figure 3 They’re also more likely to concentrate externally on revenue generat-
Figure 3
Innovation Accelerators Will Invest
Which of the following IT-related innovation projects will your business engage in over the next three years?
Customer experience strategies 68%
71%
53%
51%
69%
49%
Business model innovation
57%
68%
40%
Service innovation
70%
61%
70%
Automation of business processes
39%
47%
29%
Leveraging sales from existing customer base
Product design innovation 35%
45%
22%
30%
36%
31%
Risk management modeling
21%
31%
17%
Changing the route to market/channel innovation
23%
28%
19%
Mass customization strategies
44%
48%
26%
Creation of new application delivery models
63%
72%
34%
Creation of new applications
■ Innovation not a priority ■ Ad hoc innovators ■ Innovation accelerators
6. 4 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
ing opportunities with new customer experience strategies (71%), business model innovation (69%) and
service innovation (68%). By contrast, companies for which innovation is not a priority will focus more
internally on the automation of business processes (70%).
Given the focus on customer insight and engagement, it’s no surprise that business intelligence/analytics
and mobile technologies and apps lead the list of technologies that will drive business innovation over
the next three years, at 66% and 53%, respectively. These are followed by process automation, collabora-tion
tools, cloud computing and social media. Echoing the previous finding, while 56% of Low Prioritizers
cited process automation, only 29% of Accelerators did. This likely reflects that these companies have
already completed this work and have moved on to other things.
Innovation Accelerators are increasing the return on their technology investments by commercializing
some of their internal IT; 40% of them are doing so, compared to only 25% of Ad Hoc innovators and 16%
of Low Prioritizers. The leading area of opportunity: using IT to make products smarter and to sell the
insight such smart products generate. figure 4 For example, a diversified industrial manufacturer is using
data gleaned through their increasingly tech-enabled equipment on their customers’ factory floors to help
them improve their operations. Ultimately they will turn their data analytics services into revenue streams.
Given the top-line potential of such initiatives, investing in and forging an organization-wide commit-ment
to IT-driven business innovation makes sense. Accelerators are more than twice as likely as others
to rate their organization’s IT innovation better than that of others in their industry (61% v 30% for ad hoc
innovators and 16% for low prioritizers), presenting a clear opportunity for competitive advantage. figure 5
The Six Characteristics of Innovation Accelerators
Organizations that have made this commitment share some common characteristics.
1. INNOVATION LEADERSHIP STARTS AT THE TOP
As information technology pervades more top-line activities, the leadership of technology-driven busi-ness
innovation is starting to shift. CIOs lead this type of innovation—either alone or together with a busi-ness
partner—in 41% of organizations today. figure 6 That figure drops to 34% in Accelerator companies.
CEO leadership, on the other hand, increases from 16% to 23%, and other C-level executives combined
Figure 4
Which Initiatives Have They Commercialized?
What types of IT initiatives has your company commercialized?
Offer internally developed capability as
cloud-based service
58%
74%
67%
29%
47%
25%
35%
23%
25%
35%
23%
25%
Make analytics capability available for a fee
Redefined product value chain as service to others
Used IT to make products/services smarter
and sell information around them
■ Innovation not a priority ■ Ad hoc innovators ■ Innovation accelerators
7. BUSINESS TRANSFORMATION AND THE CIO ROLE | 5
Figure 5
Strength of IT Innovation vs. Industry Peers
How do you think IT innovation in your organization as a whole compares to other businesses in your industry?
■ Innovation accelerators
■ Ad hoc innovators
■ Low prioritizers
Worse than peers
11%
33% 36%
Same as peers
29%
37%
48%
Better than peers
61%
30%
16%
(non-IT chief technology officer, chief digital officer, chief marketing officer or chief innovation officer)
goes from 16% to 21%. Around a fifth of organizations have a senior cross-functional committee or inno-vation
board leading their IT-driven business innovation.
This does not mean the CIO is becoming less important or that the role is being diminished. Quite the con-trary.
CIOs at Accelerator companies are significantly more likely to play a strategic role in the business
(see Business Strategist CIOs, page 8), as a key player on the CEO’s growth team.
2. STRUCTURE INNOVATION, BUT MOVE FAST AND CUT THE RED TAPE
Companies today are almost evenly divided when it comes to taking a structured and managed approach
to innovation (56%) versus an unstructured approach (44%). Accelerators, however, are much more likely
to take a structured approach (79%). The global real estate company, for instance, has a formal process
for employees to submit ideas, with a tiered system of rewards and recognitions based on the nature of
the innovation. A cross-functional team vets the ideas, with marketing considering its potential from
the customer perspective; PR evaluating its “story” potential; IT assessing how it will work with existing
systems, etc. Innovation is also part of all employee performance conversations.
While having a structured approach is critical to increasing the flow and uptake of ideas, too much pro-cess
can bog things down. Executives interviewed for this report talked about the need for speed. “We
don’t have two or three years to fix this,” said the CIO for a regional grocery chain that finds itself com-peting
now with the likes of Walmart and Amazon. His company uses an enterprise social networking/
collaboration tool to move ideas quickly from the edge (store managers, associates and even customers)
to the center of the organization. All executives receive a daily digest of posts culled from the tool; the
contents are discussed at executive staff meetings.
Cross training and departmental rotations can help speed innovation efforts by giving people a shared
understanding of the business, according to a number of executives interviewed for this report. The CIO
at the large state government agency had previously worked in different lines of the business and had
run one of them. She used her common understanding to engage her business partners in brainstorming
sessions around their biggest pain points and desires. Together they conceived and gained approval for
the massive innovation project with the 7:1 return.
8. 6 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Figure 6
Cross-functional committee
25%
8%
25%
18%
Chief Information Officer
plus business unit manager
10%
16%
30%
16% CEO/President
No one in charge
8%
8%
Chief Technology Officer
(product-focused, not in IT)
5%
8%
Chief Marketing Officer
7%
3%
Chief Digital Officer
2%
3%
Chief Innovation Officer (not in IT)
4%
2%
Chief Information Officer
■ Other innovation ■ Technology innovation
Who Is Responsible for Innovation?
Who’s primarily responsible for leading: a) technology-driven business innovation and
b) other innovation from a strategic or content perspective?
Outdated legacy technology can act as a drag on innovation efforts, and many organizations are trying to
modernize as quickly as they can. “We’re aggressive, because we’re on catch up,” said the CTO of a luxury
goods company. “The way we attack that is with agile methodology—that’s a best practice within the
group.” The company is working toward having a single platform across all the brands, both for their back
office and in how they engage with customers, but that will take time. Rather than wait for the entire proj-ect
to be completed and roll out in a “big bang,” he uses what he calls a “little and often” methodology.
“We need to be moving forward every day,” he explained. “If you’re doing agile, you create a continuous
readiness for change.” He’s careful to strike a balance, however. “We don’t want to overload the organiza-tion;
you have to allow it to settle.”
Experienced leaders have learned that a good marketing campaign can facilitate IT-driven change. “You
have to have a sales and marketing mentality,” said the CIO at an East Coast university. “All our services
have to be desired—that’s how you get a fast uptake.” If you can generate buzz around a systems roll-out,
then “the next project will be easier, faster, better.” To induce that desire, however, requires understand-ing
how the business works—what people are trying to do, and where their frustrations lie.
9. BUSINESS TRANSFORMATION AND THE CIO ROLE | 7
3. COLLABORATE AND SEEK OUT NEW PERSPECTIVES
Innovation Accelerators know the value of cross-functional collaboration; almost half (48%) say that IT
and the business typically engage together to identify innovation opportunities. Ad hoc innovators and
low prioritizers were both more likely to take a business-led approach, with the IT Department in a sup-porting
role, implementing new technology requirements that it receives from the business but not par-ticipating
up front.
A large consumer goods company whose products have been disrupted by a combination of government
regulations and new competition has changed its culture dramatically in this regard. “There’s great rec-ognition
and inclusion across different functions for innovation and work processes,” said the director
of sales and marketing technology. It’s becoming the norm to reach beyond a particular group for help
solving problems. Staff meetings are open to people from other functions, and there’s a new emphasis on
“going two levels down” to expose executives to the people doing the work in order to identify opportuni-ties
for simplification.
Accelerators are much more likely to have a cross-functional innovation board and to take an open
approach to innovation through crowd-sourcing and encouraging end-user ideas. figure 7 “We don’t pre-judge
who might be able to solve the problem,” said a department leader at a large government agency that
uses both internal and external crowd-sourcing to tackle technical challenges. The university CIO encour-ages
everyone to weigh in; one night when he was working late he got a useful suggestion to improve the
new company intranet from a member of the facilities team. Such instances are publicized and celebrated
to encourage more engagement. Major transformations require bringing in people with a different experi-ence
base. The luxury goods company hired from the online trading world to help it make the transition
to ecommerce because it was so different from its traditional retail environment.
Figure 7
IT-driven Business Innovation Tactics: A Close-up
Which of the following approaches to IT-driven business innovation does your company employ, if any?
Skunk works group in the business
18%
20%
13%
25%
20%
17%
20%
30%
23%
44%
51%
27%
46%
51%
39%
36%
61%
35%
Open innovation or crowdsourcing
Internal crowdsourcing
Encouraging end-user ideas and application
development
Cross-functional innovation board
Skunk works group in IT
■ Innovation not a priority ■ Ad hoc innovators ■ Innovation accelerators
10. 8 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
4. CIOS ARE BUSINESS STRATEGISTS
CIOs have a mandate to innovate in this changing environment. But the daily concerns of running IT and
inadequate resources often hold them back. While 57% of respondents say the CIO should drive innova-tion
and strategy, only 12% say their CIO actually does that. figure 8
Respondents perceive their CIOs as spending most of their time on functional activities, alignment and
change. figure 9 Almost half say their CIO focuses on cost control/expense management and managing
IT crises; few say these activities add value to the business. Conversely, almost half say the CIO should
spend time on driving business innovation, but only 16% say they do. Forty percent say the CIO should
identify opportunities for competitive differentiation; only 13% say they do.
To be fair, some of this may be perception. In a similar study conducted by CIO magazine, respondents—
all of whom were themselves CIOs—indicated they spend slightly more time on Business Strategist activi-ties
than was reported in this study; significantly more time on Transformational activities; and signifi-cantly
less time on Functional tasks, generally speaking.
But things are looking brighter at Accelerator companies, where CIOs are significantly more likely to
spend time on activities that are strategic to the business. These include developing and refining business
strategy (26% at Accelerators compared to 13% at Ad Hoc and 14% at Low Prioritizers); driving business
innovation (30% v 10% and 5%); and identifying opportunities for competitive differentiation (26% v 7%
and 9%). And CIOs are increasingly called upon to go on sales calls to explain a new tech-enabled value
proposition to prospects and customers.
Accelerator CIOs focus on the strategic priorities and metrics that matter. For a competency-based online
university, that means increasing graduation rates to equate not just to other online universities but to
traditional higher ed. “We looked at what levers can we pull to increase graduation rates 10 percentage
Figure 8
CIOs’ Actual vs. Ideal Role
Which of the following best represents the current role of your organization’s CIO? Which of the following
CIO roles would enable the most valuable and effective technology-driven business innovation in your
organization in the future?
■ Current role
■ Most valuable role
Runs IT function in support
of business operations
70%
6%
18%
37%
12%
57%
Leads business technology
transformation as company
changes
Drives technology driven
business innovation and
strategy
11. BUSINESS TRANSFORMATION AND THE CIO ROLE | 9
points over the next 5 years,” said the CIO. “If you think about us as an ecommerce company, we have a
customer retention problem. So we’re working on customer intimacy, segmentation, and filling the needs
of those customer profiles.” IT supports other aspects of the business by standardizing and buying pack-ages
wherever possible.
5. IT SUPPORTS NEW BUSINESS OPPORTUNITIES
Today’s IT departments are not well positioned to support the innovation agenda, according to survey
respondents. When asked how they would characterize their company’s current IT organization, most said
they viewed them as a cost center (29%) or service provider (33%). Only 20% see them as a trusted partner;
and few view them as a peer or business game changer (16% combined). figure 10 Once again, Accelerators
portray a different picture, with 30%—almost twice as many—viewing their IT departments as a peer or
game changer, and only 13% regarding them as a cost center (compared to Low Prioritizers’ 53%).
What Business
Leaders Say1 What CIOs Say2
TODAY IDEAL TODAY 3 YEARS
BIZ STRATEGIST
Developing and refining business strategy 17% 32% 20% 32%
Studying market trends/customer needs to
identify commercial opportunities 12% 26% 8% 25%
Driving business innovation 16% 46% 18% 41%
Identifying opportunities for competitive
differentiation 13% 40% 15% 43%
Developing new go-to-market strategies
and technologies 12% 32% 13% 23%
TRANSFORMATIONAL
Redesigning business processes 15% 28% 17% 23%
Aligning IT initiatives with business goals 36% 44% 45% 35%
Cultivating the IT/business partnership 26% 36% 40% 42%
Leading change efforts 22% 33% 38% 26%
Implementing new systems and architecture 40% 21% 47% 27%
FUNCTIONAL
Managing IT crises 45% 8% 22% 6%
Negotiating with IT vendors 38% 7% 29% 13%
Improving IT operations/systems
performance 41% 27% 48% 16%
Security management 41% 16% 29% 13%
Cost control/expense management 49% 16% 35% 16%
This framework is from the CIO Executive Council Future State CIO model
1 Results from the current survey
2 Data from Market Pulse survey conducted by CIO magazine for Red Hat in which respondents were answering for their own position.
Figure 9
How the CIO Spends His/Her Time
Which of the following activities best characterize how your current CIO spends his or her time?
Which of the following activities should that person spend time on to add the most value to the business?
12. 10 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Figure 10
How Organizations View Their IT Department
How would you characterize your company’s current IT organization?
■ Cost center
■ Service provider
■ IT partner
■ Business peer
■ Business game changer
■ None of the above
29%
10%
33%
20%
6%
2%
Innovation Accelerators have IT departments that are highly capable of supporting new business ideas
and opportunities. figure 11 They are much more likely to have access to the right technology, knowledge of
the business and the right technical skills, and to be more receptive to new ideas. They are also more than
twice as likely to have the right IT talent to drive their business innovation agenda, with 62% saying they
do, compared to 31% of Ad Hoc Innovators and 27% of Low Prioritizers.
Accelerators’ IT departments are far more likely to have a good understanding of the business, commu-nicate
effectively with senior business leaders and possess the skills to ensure future company success.
figure 12 They proactively identify new technologies to fuel innovation and invest in technology that sup-ports
engagement with their senior business leaders.
It is clear: Companies that have made innovation a priority have strong IT departments that actively and
productively contribute to the corporate innovation agenda.
6. INVEST IN AND REWARD INNOVATION
Sometimes having the right skills, mindset and ability is not enough; investment in innovation is impor-tant
too. “Our CIO has that ability,” said the Controller at a global asset management company. “The chal-lenge
is we haven’t had the resources to act on that. We’ve been in keep-the-lights on mode,” with the
technology budget limited to maintaining existing systems and doing required upgrades. This year, he
said, additional resources are being freed up to do new things.
A good place to put such investment is in an emerging technologies group; Innovation Accelerators are
twice as likely as Ad Hoc Innovators or Low Prioritizers to fund such groups (63% v 30% and 32%).
However, investing in innovation doesn’t have to mean breaking the bank. Sometimes it means being
creative on a very lean budget indeed. The consumer goods company has an IT budget of less than 1.5%
of revenue. “It’s difficult to free up headcount and dollars to invest in experimental projects when you’re
scrambling just to maintain operations,” said the director of sales and marketing technology. Their solu-tion
has been to create “innovation challenges” in which a cross-functional team works together for four
or five days to solve a specific business problem. Sometimes they include customers. As ideas show prom-ise,
they earn more investment. So far three of the nine challenges they’ve run have yielded commercial
products. An important side benefit is that “it’s taught people to work differently,” and that’s carried over
into their everyday lives.
13. BUSINESS TRANSFORMATION AND THE CIO ROLE | 11
A global software company brings its IT team together a couple of times a year for an innovation contest.
Senior executives present their biggest problems, and people compete to come up with solutions. The
winners get money to go and implement their solution.
A government agency engages its employees through internal crowd-sourcing for ideation problems and
goes outside for specific modeling problems, using such partners as Innocentive, a global crowd-sourcing
platform, to tap into the broader scientific community. “We’ve moved from the vertically organized insti-tutions
of the past to use significant outside resources to best advantage,” said a department leader. “The
main challenge is integrating this new innovation process into our existing project flow.”
Accelerators are also more likely to consult with futurists and to visit technology labs and to reward inno-vation
(56% of Innovation Accelerators are rewarded for innovation versus only 35% of Ad Hoc Innovators
and 19% of Low Prioritizers). While rewards can be financial, oftentimes recognition and the ability to
work on interesting projects have a greater impact.
Figure 11
Accelerators’ IT Departments Are Far More Capable
The following is a list of capabilities that enable an IT organization to support new business ideas and
opportunities. Please rate your own IT organization on each.
Knowledge of the business 24%
52%
16%
22%
52%
18%
Technical skills and expertise
23%
50%
17%
Receptiveness to new ideas
11%
39%
9%
Overall speed and agility
22%
38%
17%
Staffing levels
Ability to generate new ideas 13%
36%
8%
17%
33%
17%
Available budget
20%
38%
16%
Business and communication skills
28%
59%
13%
Access to the right technology
■ Innovation not a priority ■ Ad hoc innovators ■ Innovation accelerators
14. 12 | A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
Conclusion
Rapid developments in information technology—especially analytics and mobile technologies - are hav-ing
a dramatic impact on all aspects of business. This research suggests that organizations that make
a strong commitment to IT-driven business innovation will accelerate their transformation in such key
areas as how they engage with and understand their customers; new business models; the development
of new products and services, how employees do their work, and more. These Innovation Accelerators are
significantly ahead of their competitors when it comes to IT innovation—including the extent to which
they have successfully commercialized internal IT initiatives.
The research also reveals six key characteristics these Accelerator companies share that can help provide
a roadmap for others seeking to transform their businesses. It begins with a commitment from the CEO
that is shared by the company’s cross-functional leadership. It includes taking a structured approach to
ensure innovation occurs throughout the organization without bogging it down. Innovation Accelerators
are inclusive, valuing the perspectives, knowledge and ideas of diverse people and groups, both inside
and outside the company. They have strong CIOs who focus on business strategy and innovation and
identifying opportunities for competitive differentiation. They have IT departments that support new
business ideas and opportunities with access to the right technology, knowledge of the business and the
right technical skills. And they invest in and reward innovation.
CIOs have a mandate to innovate. The ones who accelerate won’t wait for permission but will lead their
organizations into what will likely be a very different, technology-driven future. They will be a key part
of the CEO’s growth team, designing the open, agile and customer-engaged organization that will create
new value—and competitive advantage.
Figure 12
Accelerators’ IT Departments Are on Another Level
Please indicate how strongly you agree or disagree with the following statements about your IT organization.
Effective communication with line of
business leaders
66%
91%
65%
52%
83%
43%
49%
70%
39%
45%
78%
38%
44%
71%
32%
Evaluates business process effectiveness/application
effectiveness to determine improvement
Provides line of business leader-access to decision
making data
Has skills for future company success
Has a good understanding of our business
■ Innovation not a priority ■ Ad hoc innovators ■ Innovation accelerators
15. Methodology and Participant Profile
Harvard Business Review Analytic Services received a total of 420 survey responses, from 329 members of the Harvard Business Review Advisory Council supplemented with 91 Harvard Business Review enewsletter subscribers.
PARTICIPANT PROFILE
Size of Organization
All respondents are from companies with 500 or more employees. Forty-five percent of respondents are in organizations of 10,000 or more employees, with a further 30% in companies of 1,000 to 4,999. Firms with fewer than 1,000 employees make up 14% of the respondent base. The remaining 11% come from organizations with 5,000-9,999 staff. Thirty-two percent of organizations have 2011 revenues of $5 billion or more.
Seniority
Eighteen percent of all respondents were in executive management or board-level positions, with about one- third (31%) in senior management positions and 37%
in mid-level management positions.
Key Industry Sectors
Fifteen percent of respondents work in the technology sector, 12% in financial and 11% in manufacturing. Eight percent come from both healthcare and consulting services, with 7% working in government/not-for-profit. Other sectors are each represented by 6% or less of the respondent base.
Scope of IT Decision Making Responsibility
Almost half (44%) of respondents are part of an IT decision making team; 46% make recommendations
but not the final IT decision, and 10% are the primary decision makers in their organizations.
Regions
Forty percent of respondents are from North America, about one-quarter (24%) are from Asia and Europe (23%). Thirteen percent are from the rest of the world.
16. FOR MORE INFORMATION ON
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