The document discusses the challenges facing CIOs in turbulent economic times. It notes that according to the IMF, the 2007-2009 global financial crisis was so severe that it caused the first global economic contraction in 60 years. CIOs are facing budget pressures and need to prove the value of IT investments. Effective IT governance approaches are needed to ensure alignment between business and IT goals and priorities. The document advocates for CIOs to take a strategic role in enabling business strategies and pursuing opportunities rather than just focusing on productivity and efficiency gains.
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
Harvey Koeppel, Executive Director of the Center for CIO Leadership gave this presentation at Pepperdine University’s free conference, “From Information Systems to Innovation Systems: Establishing the Next Generation Information Systems Department,” on Wednesday, October 12, 2011. The conference was sponsored by the Center for Applied Research at the Graziadio School of Business and Management.
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.
Investment in business information technology (IT) should not be valued in a vacuum. The investment must be for business purpose that is used to increase company revenue, market share and profit (via reduced expenses); therefore, IT projects need to be evaluated as any corporate use of funds.
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
Harvey Koeppel, Executive Director of the Center for CIO Leadership gave this presentation at Pepperdine University’s free conference, “From Information Systems to Innovation Systems: Establishing the Next Generation Information Systems Department,” on Wednesday, October 12, 2011. The conference was sponsored by the Center for Applied Research at the Graziadio School of Business and Management.
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.
Investment in business information technology (IT) should not be valued in a vacuum. The investment must be for business purpose that is used to increase company revenue, market share and profit (via reduced expenses); therefore, IT projects need to be evaluated as any corporate use of funds.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
In order to achieve the outcome IT Business Alignment, a dependence on IT and the Business must be created. This slide deck presents a brief history of IT business alignment and presents a framework for helping an organization create a necessary dependence for alignment to be achieved
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
Digital IQ is a measure of how well companies understand
the value of technology and weave information technology
into the fabric of their organization. The 5th Annual Digital IQ Survey collected data from 1,100+ IT and business leaders from 12 countries. www.pwc.com/us/digitaliq
M&A’s are among the biggest challenges for companies and their IT organizations to navigate. They often create issues that cannot be dealt with conventional leadership and management techniques. The role of information systems in mergers and acquisitions (M&A) becomes increasingly important as the need for speed of reaction and information is growing.
Executive Directors and CFOs often have different measurements than CIOs, by which to evaluate IT spending and different concerns that must be addressed. This discrepancy can sometimes lead to contentious relationships during strategic planning and budgeting between IT and leadership. EDs/CFOs might not fully understand IT and the value that it can enable. CIOs may not understand the nuances of IT budgeting and communicating the value of IT as an investment rather than a cost center. For example, EDs/CFOs may be more concerned with compliance and impact to profitability, on the other hand, CIOs may be looking at application compatibility and maintainability with current staffing.
This presentation that will provides ten key points that can help to get everyone on the same page—improving the organization’s ability to achieve its mission and focusing on the future.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
In order to achieve the outcome IT Business Alignment, a dependence on IT and the Business must be created. This slide deck presents a brief history of IT business alignment and presents a framework for helping an organization create a necessary dependence for alignment to be achieved
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
Creating IT Value-A Better Way to Make IT Investment DecisionsScottMadden, Inc.
All IT organizations are resource constrained—demand exceeds supply. Organizations need criteria to decide which projects warrant allocation of high-value constrained resources. This is the second in a series on maximizing IT investment value.
Digital IQ is a measure of how well companies understand
the value of technology and weave information technology
into the fabric of their organization. The 5th Annual Digital IQ Survey collected data from 1,100+ IT and business leaders from 12 countries. www.pwc.com/us/digitaliq
M&A’s are among the biggest challenges for companies and their IT organizations to navigate. They often create issues that cannot be dealt with conventional leadership and management techniques. The role of information systems in mergers and acquisitions (M&A) becomes increasingly important as the need for speed of reaction and information is growing.
Executive Directors and CFOs often have different measurements than CIOs, by which to evaluate IT spending and different concerns that must be addressed. This discrepancy can sometimes lead to contentious relationships during strategic planning and budgeting between IT and leadership. EDs/CFOs might not fully understand IT and the value that it can enable. CIOs may not understand the nuances of IT budgeting and communicating the value of IT as an investment rather than a cost center. For example, EDs/CFOs may be more concerned with compliance and impact to profitability, on the other hand, CIOs may be looking at application compatibility and maintainability with current staffing.
This presentation that will provides ten key points that can help to get everyone on the same page—improving the organization’s ability to achieve its mission and focusing on the future.
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
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
How do you align business with IT? Many companies don\'t do this - to their detriment. IT that is focused on solving business solutions is the only effective IT.
How To Develop Value Propositions, for CIOsWalter Adamson
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
4. 2007 – 2009 Global Financial Crisis According to the IMF The Global economic slowdown is so severe that the world economy will contract for the first time in 60 years
5. Slide 5 Don’t just panic, chart your course of action
7. The Winds of Change have blown indeed… Change is the only Constant Change isn’t only about the Big things, but about a series of little things Change is disruptive but at the same time presents opportunities The Whole of Science is nothing more than a refinement of everyday thinking
10. “ INSANITY: doing the same thing over and over again and expecting different results Albert Einstein ” think outside-of-the box
11. IT / Business Culture Every organization has an alignment culture between the business and IT, and each is as unique as the organization itself. It can be: collaborative or argumentative, structured or unstructured. An integral part of the business planning and operational processes or added on to as an afterthought. It can be ingrained or it can be reactive Slide 11
23. KnowThyValue-Proposition The CIO span of influence and accountabilities have been changing and expanding. Yet, perhaps the greatest opportunity to be an invaluable strategic partner lies ahead Operational Excellence Success Principles
24. Market Environment Suppliers / Customers Interact with Business Services Business Environment Governed by Business Processes Executed by Business People Applications Processes People Infrastructure Enabled by IT Environment IT Services Developed Through AligningBusiness & IT Goals Interaction Flow Enterprise Spread
25. SMARTObjectives Strategy for Success BU Strategies Co. / Unit Vision / Mission / Business Goals President / CxO Objective: Define a Set of Top Objectives to be cascaded throughout the organization Alignment Top Down / Bottom up Leadership Layer Objective: Define set of Objectives relevant to strategy and cascade to relevant areas Alignment Top Down / Bottom up Units Objective: Define set of Objectives relevant to strategy and cascade to relevant areas Department 1 Department 2 Department n Tariq Elsadik- Slide 18
26. Business Environment Leadership Support Business drivers Resources Organization Culture Business Goals Execution Model/Tool IT Business Strategy Structure Operating Model Learning & Innovation Feedback IT Value Delivery Value Statements (IT Goals) Blueprint Technology Trends Performance Measures Risk Management A Conceptual Delivery Model Project-Based All IT resources are centralized under a single reporting structure with centralized resource allocation (staffing). The organizational structure is built around resource pools. Line managers are replaced by resource managers. Centralized IT is centralized under a single enterprise CIO. All IT systems and budgets reside at the corporate level. Decentralized IT is decentralized by business unit, operating group, subsidiary, or geography. Each of these entities has its own CIO, IT organization, and IT budget. There is little or no attempt to coordinate across units or with corporate. Corporate IT supports the corporate HQ staff and perhaps some enterprise wide applications. Federated IT takes on a hybrid structure. A centralized IT organization supports all infrastructure and enterprise wide applications, usually in a shared services environment. Individual business units maintain their own applications development organizations and budgets for BU- specific systems. Source: Forester Research - 2005 Decision Making Process Reduce costs Sustain market share Improve customer satisfaction Grow revenue Enablenew products and/or services
28. GARTNER : “Meeting the Challenge – The 2009 CIO Agenda As enterprises face a challenging economic environment, IT spending budgets will be essentially flat with a planned increase of 0.16 percent in 2009, according to results from the 2009 CIO (1,527) survey by Gartner Tariq Elsadik- Slide 21
29. Global Survey on IT Governance Realizing the Real Problems Take Home: When all aspects of the problem are taken into account, the most important problems are: Staffing Issues Service Delivery Proving the Value of IT
30. Practices that returned the most value Observation: It is clear that the most pragmatic/practical practices are indeed the most popular.
31. Organizations use well known Frameworks What (IT governance) solutions/frameworks do you use or are you considering using?’
38. Words of Wisdom Mindsets have shifted! No one said it better than a C-level business executive from the travel and entertainment industry: “I do not want IT solutions to be just about productivity and efficiency gains. If we are notproductive and efficient at this point, we are in the wrong business. I need my IT colleaguesto be real business partners and bring solutions that will enable our company to win newbusiness, convert more prospects to customers, increase our market share, and get into thenew markets. I need IT to be a true business partner, not a cost centre.”
Imagine, you are there right now in front of this raging bull… What do you think is going to happen? What are your choices?
Talking about Risk will not be complete without mentioning the GFC… what a rush? Although there are reports that suggest that the economy is starting to pick up, there are still some that say, the worst is still to come…With the benefit of hindsight, the global financial crisis of 2008-09 and the aftermath thereof have shown us that it is becoming increasingly complex to oversee and manage a plethora of interconnected risks that have the potential to devastate organizations overnight
What is the clear message here?In April the SEC said that they will announce a new set of measures and control to address this issue. Why, because we are humans and humans are, by nature, greedy… What happened will happen again, its just a matter of time. The question is, will we be ready for it next time!
So yeah, we are seeing winds of change alright. What is different about it right now is that it seems to be Global. But change is the only Constant we know of isn’t it? So why panic. I mean think about it for a sec…if we know it is inevitable, why does it seem that we are always caught by surprise?Big Bang… Seldom works. Break it up into pieces and things start to happen… KISSIf it doesn’t work the first time, try something new. And in the process you will discover. How many accidental discoveries have we humans made? As long as change is expected, its okay… but when it is not, we panic. Perhaps that is our nature. Perhaps that’s what we need to be able to innovate. Nobody said it better than Einstein….
So, how is the world of a CIO changing?Well, let’s start with Budgets first….well, it should come as no surprise. Resources in this climate is scarce.Transformation is always challenging because it has to deal with People, Process and Culture. This is about behavior.External catalysts may appear unexpectedly without warning. These include fundamental changes in the business climate as a result macroeconomic events (e.g. the recession or is it Depression we live in)Oh, if you are wondering about that character on the top there, and the title of this slide, it’s from a book that I had read a while back that deals with Change. In fact, this book is arguably, the #1 best selling book on change. Written by Dr. Spencer Johnson
The Discipline of Market Leaders written by : Michael Treacy and Fred WiersemaOperational Excellence customer proposition is simple: low or lowest price and hassle-free service Wal-Mart, McDonalds – ToyotaProduct Leadership offer products that push performance boundaries - Example Mercedes Benz Intel, Nike, 3MCustomer Intimacy is about delivering what specific customers want -Airborne Express, Hotels