
Authoritative.
Strategic.

Next-generation CIOs will have to consider how technology affects other corporate departments as well as handle traditional IT management functions, especially those accompanying mobile device management and greater data analysis, according to panelists who spoke at the MIT Sloan CIO Symposium in Cambridge, Massachusetts.
CIOs face a common set of thorny challenges these days, namely the pressure to deliver innovations even as they seek to cut or hold down spending, according to an array of senior IT executives who spoke on Tuesday at the MIT Sloan CIO Symposium in Cambridge, Massachusetts.
International medical vendor Mediq was expanding in a big way by acquisition and needed a standard email platform across its business, but the project's cost and the complexity of doing it alone was so daunting that the company called on outside help that costs it less in the long run.
David Brown is worried. As managing director of the IT transformation group at Bank of New York Mellon, he is responsible for the health and welfare of 112,500 Cobol programs -- 343 million lines of code -- that run core banking and other operations. But many of the people who built that code base, some of which dates back to Cobol's early days in the 1960s, will be retiring over the next several years.
This all happens in big cloud projects as well. There are many contributing factors to these bad outcomes-chief among them adversarial incentives, inappropriate metrics and lack of collaborative infrastructure-but those aren't the root cause.
Unified communications (UC) technology has garnered a fair amount of attention, much of it due to vendors touting their UC offerings as the answer to problems workers have keeping in touch with colleagues, business partners and customers in a highly frenetic, increasingly mobile business world.
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.
CIOs must become competitive players in managing relationships between IT and the business. Megatrends like virtualization, consumerisation, cloud computing, and mobility are forcing a new model for operating IT. This interactive white paper from CIO Magazine and EMC explores this transformation as a leadership opportunity, as an opportunity to create new models for IT, and as a catalyst to fundamentally change the dynamic between IT and the business. Embedded videos feature CIOs from T-Mobile USA and Wharton School of Business and a quick survey provides benchmarking between CIO peers.
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