A desire to digitally enable Decathlon’s US sporting stores to promote frictionless customer experiences has seen its IT team not only adopt a modularised systems approach, but bring product management skills in to work alongside traditional engineering capabilities.
Stories by Nadia Cameron
CIOs must pursue business metrics, not IT metrics, and join forces with their marketing colleagues if they have a hope of facilitating the speed of customer change required across modern organisations today.
Putting creativity and machine learning into the same sentence might seem like an oxymoron, but it’s only by combining both that brands will harness artificial intelligence for customer engagement success.
Having a successful AI project is as much about the culture and your people as it is about the technology or capability you have access to.
One in four CIOs will expand their remit in 2019 and become true owners of digital business and technology-led innovation, leaving the rest relegated to trusted IT operators.
The CIO has morphed from back office operator to experience orchestrator across employees as well as external customers, Adobe’s senior VP and CIO, Cynthia Stoddard, believes. So it’s not surprising she sees her remit as one of enablement.
Bias – both human and data-based – is the biggest ethical challenge facing the development and adoption of artificial intelligence, according to a panel of world-leading AI luminaries.
Marketing leaders are increasingly being tasked with revamping their organisation’s external-facing digital properties to up the ante on customer engagement. At St John of God Health Care, this mandate not only resulted in a fresh, user-centric website, it’s also triggered a whole-of-organisation, customer-led digital transformation program.
Oil and gas giant, Woodside, is running the largest commercial instance of the Watson advisor engine.
There are plenty of reasons why Australian health insurance provider, Australian Unity, decided to launch a formal innovation program, its GM of retail health fund, Natalie Vogel, says.
Implementing a cloud-based document management system successfully at New Zealand’s Ministry for the Environment was less about technology investment, and more about the cultural change required to get people on-board and on-side.
Innovation is happening across every organisation, continuously. But it’s the ability to harness and scale those ideas, as well as disrupt traditional power hierarchies and corporate structures, that will make or break how established organisations compete in a digitised, customer-centric world.
CIOs shouldn’t just provide IT services to their CMO colleagues, they should also strive to be emerging technology advisers and custodians of data strategy and integrity, one marketing chief claims.
Customer-led and iterative innovation is the name of the game for AMP’s CIO, Craig Ryman, and he’s not afraid of taking transformative steps organisationally and culturally to achieve it.
Re-evaluating Tennis Australia’s cloud strategy and taking a hybrid approach to applications and IT infrastructure is top of the list for the organisation’s new CIO.