Stories about: Digital Equipment Corporation

On the 40th anniversary of the 1969 lunar landing, CIO brings you an encore look at the computers in the era of the space exploration courtesy of the the Australian Computer Museum Society.

Max Burnet has turned his home in the leafy suburbs of Sydney into arguably Australia’s largest private computer museum. Since retiring as director of Digital Equipment Corporation a decade ago, Burnet has converted his interest in the computing industry into an invaluable snapshot of computer history. Every available space from his basement to the top floor of his two-storey home is covered with relics from the past. His collection is vast, from a 1920s Julius Totalisator, the first UNIX PDP-7, a classic DEC PDP-8, the original IBM PC, Apple’s Lisa, MITS Altair 8800, numerous punch cards and over 6000 computer reference books. And more. He happily opened his doors for CIO to take a look.

Fiona Balfour had taken on what many people saw as the biggest CIO challenge in the country when she accepted the role of Telstra CIO in January 2006, just as her contract as Qantas CIO was drawing to an end. In February 2007 she resigned from Telstra for professional reasons

Since day one the issue of offshoring has been a scratchy one, raising both eyebrows and hackles. And now, with some organizations chafing three-to-four years into their offshore contracts, apparently there's a real itch to scratch.

Excerpt from the book DEEP SMARTS: How to Cultivate and Transfer Enduring Business Wisdom By Dorothy Leonard and Walter Swap.

IS and HR executives are worlds apart at many companies. But CIOs who succeed in healing that troubled relationship will reap big benefits, including timely hiring of employees with the most sought-after skills

There's so much risk and expense associated with replacing a legacy system that it usually takes serious problems to force the issue, but the longer CIOs wait to make that decision, the more difficult it will be for their organizations to make the transition smoothly

Strategic planning seems to have taken a bit of a holiday in recent times, especially in the private sector where many listed companies are so concerned about their future that they do not bother to think beyond the next quarter results. However, according to John Smyrk, a strategic planning consultant and principal of Sigma Management Sciences, it is a mistake to think of "strategic" purely in terms of time frames.

Big fish eat little fish - and sometimes big fish, too. However, digesting them causes more than a few hiccups. And when those fish are large IT companies, sometimes it's their customers who get indigestion.

There's no "I" in a successful team