Stories about: Deloitte & Touche

As young adults who grew up on e-mail and online chat enter the workforce, they bring with them a set of newer technologies designed for rapid-fire communication and workplace personalization. Much of this technology may represent better, faster ways of getting a job done, but it also introduces a new round of security threats for corporate networks; and the decision to allow them or not must be made carefully.

For nearly 30 years, John Hagel has advised corporate executives on how to use IT to push business strategies or create new business models. So when the renowned author and management consultant was recently approached by officials at Deloitte & Touche USA to help launch a research center for technology and business strategy in Silicon Valley, he leaped at the chance. But Hagel isn't taking the plunge alone. He will share the role of co-chairman of the as-yet-unnamed research center with his long-time cohort and co-author John Seely Brown. The center was started in San Jose a few weeks ago and will eventually move to Palo Alto, California.

Becoming the chief information security officer (CISO) of a corporation makes you a strategic IT adviser to business management, the chief information officer, and the rest of the information technology staff.

The US health insurance industry is one of the more difficult economic sectors in which to compete. Even as health insurance premiums continue to increase at double digit rates, the stock prices of the largest health insurers have dropped by a third or more this year as rising medical costs take a bigger bite out of their revenue. Meanwhile many insurers are criticized for cutting back on coverage and customer service, while they continue to spend heavily to comply with federal health information privacy laws.

Back in May, we celebrated CIO's 100th issue by introducing a continuing series — CIO Retrospectives: Seminal Issues & Technologies — where CIO writers revisit seminal events, issues and technologies we've covered over the years. This month, CIO writers cast their respective eyes backwards at that plucky tag-team of security and privacy.

How a $US25 million payment system created a $US300 million backlog in six short months. A lesson in how not to run a Web services project.

Knowledge-intensive companies are focusing on a mix of measures to enable more effective human capital accounting.

In a nation known for spectacular IT failures, a new traffic reduction scheme has gained global attention for its smashing success. The secret? Strong project management applied to well-designed systems

Jerry Hale is giving the cold shoulder to the big consultancies that want to help him run his most important software projects. " I refuse to turn over the leadership of my ERP project to consultants," says Hale, vice president and CIO of Tennessee-based Eastman Chemical, which has 6000 users of SAP's R/3 ERP software. He felt burned by a consultant-led ERP project in the mid-90s that went over budget, over scope and far beyond the original project schedule. So when the time came to replace that system with a new one, Hale decided to use his own people to do the project along with a few handpicked consultants brought in to do small, specific tasks. David Johns, senior vice president and CIO at Ohio-based Owens Corning, doesn't rely on consultants either. He and his IT staff now run Owens Corning's big software projects themselves, using consultants only for certain tasks.

IT and security leaders spell out their security requirements for their online partners and explain how they make sure their partners comply.