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  • Resources CIOs in Australia

    In a fast growing sector, the bottom line is everything

    Written by Matt Rodgers • 24 Jan. 12 08:55
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    A new era of IT transformation

    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.

    Written by CIO Staff • 06 Dec. 11 07:39

  • Big data - Part 2

    A second technology making a significant impact on solving Big Data problems is in-memory computing, which takes workloads that were traditionally resident on disk-based storage and moves them into main memory. This delivers a performance improvement many times above that which has been possible previously.

    Written by Brad Howarth • 20 Sept. 11 10:12

  • Supply chain management in Australia - Part 2

    If supply chain experts can spend so much time and effort improving efficiency and still have more work to do, how are smaller companies meant to get their supply chains right? It’s not as if they have been standing still: CIOs at FMCG organisations and other companies of all sizes have long focused on using high-end supply chain management solutions to trim fat from their company supply chains. Many embarked upon massive enterprise resource planning (ERP) implementations a decade ago as they stared down the end-of-life of existing systems and the spectre of the Y2K bug. Yet while their intentions were good, the same can’t be said for the methods of resolution.

    Written by David Braue • 20 Sept. 11 06:00
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    Supply chain management in Australia - Part 1

    It all started, as these things sometimes do, with a chicken.

    Written by David Braue • 19 Sept. 11 10:59

  • Working with HR - Part 3

    What department heads and line managers think of HR, what employees think, and what HR managers think.

    Written by Tim Mendham • 19 Aug. 11 07:00
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    Leading through human instincts

    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.

    Written by Caitlin Fitzsimmons • 08 Aug. 11 10:28

  • Think Tank: Managing the talent pool

    Think of talent management and we immediately think of managing bright, high potential employees. But although ‘star talent’ individuals are important in any business, just managing stars is not enough. A high performing team means managers must understand the performance and contribution from all the team and manage the talent pool.

    Written by Hemant Kogekar • 13 July 11 09:04

  • Selling the new enterprise architecture - Part 1

    A ‘service’, of course, is an abstraction of the underlying functions, systems and policies used to deliver business outcomes. Service-centred IT therefore reflects the need for clarity and commonality of vision between business executives, the CIO, and the enterprise architects (EAs) and other operational staff charged with actually delivering that vision.

    Written by David Braue • 20 June 11 11:22

  • Not-for-profit - Part 2

    Within any organisation, however — below the its culture and style of management — there are similarities between not-for-profit and commercial organisations.

    Written by Tim Mendham • 18 April 11 11:35

  • Leading change - Part 1

    Like most Year 10 girls, Rebekah Eden never planned on a career in the IT industry. Popular culture had conditioned her to believe that IT was all about lonely individuals hunched over computers for hours and hours on end. Instead, her studies were taking her towards a preferred career in forensic science. It was exposure to the industry through a week-long EXITE (Exploring Interest in Technology and Engineering) camp organised by IBM that changed her mind. During that week she was shown different aspects of the IT industry, from programming robots to developing websites. The experience completely changed her mind.

    Written by Brad Howarth • 06 April 11 06:00

  • Harness disruption or become obsolete: Forrester

    Five years ago, Nokia dominated the smartphone market. How quickly things change. But before you sit back and think, ‘that won’t happen to me’, take a look at the competitive environment in which your company operates. Daunting, isn’t it?

    Written by Georgina Swan • 05 April 11 18:03
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    In-memory computing

    The massive explosion in data volumes collected by many organisations has brought with it an accompanying headache in terms of putting it to gainful use. Businesses increasingly need to make quick decisions, and pressure is mounting on IT departments to provide solutions that deliver quality data much faster than has been possible before. The days of trapping information in a data warehouse for retrospective analysis are fading in favour of event-driven systems that can provide data and enable decisions in real time.

    Written by Brad Howarth • 20 Jan. 11 09:33
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    The Power of IT Drives Businesses Forward

    One of the most overused terms I've heard in the past few years as CEO of an IT consulting and staffing firm has to be the word "alignment." Think about it. How many times have you heard phrases like, "IT must learn to align with the business" or that "smart CIOs know that in order to succeed, IT must align with the business"?

    Written by Marilyn Weinstein • 20 Jan. 11 07:19

  • Corporate social responsibility at the executive level

    Corporate social responsibility (CSR) is often driven at the executive level and CIOs can use their decision-making power to influence its direction

    Written by Tim Mendham • 29 Oct. 10 12:50

  • Starting IT afresh

    If your role involves managing IT within an organisation, starting a new job often means inheriting a hodgepodge of other people’s decisions strung together across generations of technology. The alternative is to join a start-up, but rarely does a start-up match the resources and budget that are afforded to IT in large existing organisations. So what if you could start from scratch without disrupting the business that you service?

    Written by Brad Howarth • 18 Oct. 10 12:00

  • Sydney Water IT security manager talks governance strategy

    Information security governance should not be treated like corporate governance, IT security steering committees must have the right stakeholders and the board can remain largely unaware of security issues. Those are key strategies for effective security governance, says IT security and assurance manager at Sydney Water, Stephen Frede.

    Written by Rodney Gedda • 03 Sept. 10 09:41

  • Clouds gathering

    What a difference a year makes. Twelve months ago it was almost impossible to find Australian organisations that had embraced cloud computing. Now pretty much everyone is planning, piloting or executing some form of migration to the cloud. If there was ever doubt that cloud was little more than hype, it was eradicated in April 2010 by Commonwealth Bank of Australia (CBA) group executive for enterprise services and chief information officer, Michael Harte. In a speech to Committee for Economic Development in Australia, Harte declared that never again did he wish to be locked into using proprietary hardware or software and cloud computing was his escape route.

    Written by Brad Howarth • 19 Aug. 10 10:22

  • CIOs talk about staying strategic

    It’s the bête noire of C-level managers the world over — too often, it’s easy to be pulled into the morass of day-to-day issues at the expense of strategy. If the role is predominantly operational, fair enough, but being forced into operations when you were hired to be strategic (or vice versa) is frustrating for everybody involved. So how do CIOs balance operations and strategy? Aligning the departmental business plan with the organisation’s strategic plan is an obvious starting point. Beyond that, however, CIOs have developed their own methods of staying strategic.

    Written by Georgina Swan • 08 Aug. 10 09:00

  • Your Leadership Portfolio: The View from C-level

    Former senior IT leaders who rise to head of the function are often surprised by the competencies that they are expected to have at the C-level.

    Written by Steve Kelner and Chris Patrick • 24 July 10 07:45
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