
Authoritative.
Strategic.

It's been more than three years since HP acquired IT services provider EDS, and the long-term direction of its bigger - if not better - outsourcing business is no more clear than it was on the day the deal closed.
Five key points CIOs should know when considering big data
Out went 42 aging black and white copiers with interface boxes that let them serve as printers. In went 42 new networked multi-function printers (MFPs) that could do color printing and copying and scan directly to e-mail, fax or files. And the owner, the Park Hill School District in Kansas City, MO, saves $19,000 yearly.
We all make mistakes. But when you work in IT, those errors can quickly go public.
Five years from now, the CIO will be a better, faster, stronger version of today's top IT leader, practically running the company single-handedly. Or maybe other business executives will become more educated about IT and decide to hire cloud companies to do it all, leaving the poor CIO to wither, enforcing service-level agreements for a living. For almost as long as there have been CIOs, we've heard breathless speculation about whether the position will last, and if so, in what form.
First, a scary statistic: Gartner predicts that in less than three years, 35 per cent of enterprise IT expenditures will happen outside of the corporate IT budget. Employees will regularly subscribe to collaboration, analytic and other Cloud services they want, all with the press of a button. Others will simply build their own applications using readily available Cloud-based tools and development platforms.
LinkedIn has become a dominant player in the recruitment and human resource space in the past few years, with 150 million members and availability in 200 countries
Are you a jargon junkie? Got an insatiable appetite for information? Do you rule over your company's systems with an iron fist, unwilling to yield control until someone pries the keyboard from your cold, dead hands?
A help desk can be a real lifesaver for employees, not to mention a productivity boost. A keyboard stops working, or Outlook crashes repeatedly, and a technician is just a phone call away. Even complex issues can usually be resolved internally, and relatively quickly, without needing an outside vendor.
In a fast growing sector, the bottom line is everything
The days of large IT transformation projects are over. In their place will be a new kind of IT transformation: smaller in scale, near-constant and more responsive to business needs — but with vast potential to revolutionise how IT is used by enterprises.
'Tis the season to begin ramping up online shopping activity, and for retailers that means doing all they can to ensure their websites are up, highly available and able to handle peak capacity. Looming in many IT managers' minds is the cautionary tale of Target, whose website crashed twice after it was inundated by an unprecedented number of online shoppers when the retailer began selling clothing and accessories from high-end Italian fashion company Missoni.
Spend enough time in the tech industry, and you'll eventually find yourself in IT hell -- one not unlike the underworld described by Dante in his "Divine Comedy."
It all started, as these things sometimes do, with a chicken.
A lot of technology professionals are frustrated with the IT profession. They can't find a job or move into the position that they want. They're always hearing that demand exists, but that's not what their personal experience has shown them. They feel they have the skills for the job, and have even put in the time it takes to be qualified or certified in the technologies in demand. But the requirements for IT career development remain elusive.
What department heads and line managers think of HR, what employees think, and what HR managers think.
Stephanie Christopher, national director of SHL Australia New Zealand, a company which assists companies — including recruitment firms — in their recruitment activities, says that for the more technical positions HR has to fill, “it would lean toward the line manager for advice; it would be the line manager who would have final say”.
Tell me if you’ve heard this one before: “Managers aspire to be strategic, but they are required to fulfil their duties as a functional expert.”
In the business world, describing your boss as “ape-like” is not typically considered a compliment. But it turns out there is a lot we can learn from chimpanzees about effective leadership. Applying human instincts to the corporate jungle can help IT leaders bring out the best from their team or manage technology change for end-users. Chimpanzees share 98 per cent of our DNA, making them more closely related to humans than gorillas. So it is little wonder that we have a lot in common.
Between 2005 and 2010, Gartner estimated IT managers and executive decision makers have gone from dealing with an average of 3.7 vendors to 10. The onset of Cloud computing as well as the revival of service outsourcing in wake of the economic downturn have only exacerbated this as companies increasingly look to multi-source their services to obtain the functionality they need at a cost they can afford.
Midsize organisations are uniquely positioned to take advantage of a performance management approach to business. Compared with larger companies, they have more agility to bring information and people together and ...
Developed by the CIO executive Council, Pathways is a unique, flexible, self-managed, self-paced 12-month CIO designed and delivered ...