General Motors' OnStar service, which provides drivers with remote vehicle diagnostics and responds to emergencies, already manages as much as 3 petabytes of data annually. OnStar CIO Jeffrey Liedel knows there is so much more that can be done to exploit that data-for the benefit of drivers and GM's business.
Stories by Elana Varon
Saab Group, a defense and aerospace company with a global supply chain and customers in 100 countries, must comply with a growing set of local environmental regulations and with customer requirements that it run a greener business. Plus, the $3.7 billion company has its own goals: cut its greenhouse gas emissions by 2 percent a year, save energy and water, increase recycling and reduce its use of hazardous chemicals.
A recent analysis by Retail Systems Research (RSR) sheds some light on how sustainability fits into corporate strategy at top-performing companies.
Frederic Chanfrau, senior vice president of IT for governance, quality and vendor management with Schneider Electric, wants everyone in the company's IT organization to understand three points about going green. First, that energy demands are increasing at the same time as the company must decrease its greenhouse gas emissions; next, that each employee is responsible for helping address this challenge; and finally, that running a sustainable technology shop doesn't necessarily cost more. "They can put their own stone in the building of a greener IT organization," Chanfrau says. But they have to know how.
The hottest jobs in IT are for business, architecture and policy experts.
IT is turning greenish.
Unless you work in the financial services industry, the proposal Treasury Secretary Henry Paulson issued last week to reform U.S. financial institution regulations won't have much, if any impact on how your business runs. But it could benefit your IT strategy to pay attention as the debate over the proposal unfolds.
Do IT leaders struggle with innovation because they're too analytical? A new study suggests that leading too much with one's head might have something to do with why many companies struggle with innovation.
Yet another study finds that executives talk a good game about how important IT is to business operations and future competitiveness, but they aren't doing much about it.
Kudos to Nate Quigley, the chief executive of LiveTV, which is managing JetBlue's rollout of new email and instant messaging services. Quigley is quoted in today's New York Times: "Sometimes, you just have to put things out there and see what happens when people try to use it."
Alexander Graham Bell was 29 when he received his patent for the telephone. Guglielmo Marconi was a teenager when be began tinkering with wireless technology. Those Google guys? In their twenties when they launched the Search Engine That Changed Everything. So why do we middle- (or almost middle-) aged managers take such a dim view of Gen Y?
Business strategy guru Gary Hamel blames obsolete management practices for your failure to establish a culture of innovation. One solution: Stop focusing on efficiency.
I just finished working with my colleague Tom Wailgum on our package of articles about how Wal-Mart lost its technology edge. There's a big lesson there about IT strategy, and not just for big companies.
Two scientists, Albert Fert, of France, and Peter Grunberg, of Germany, who pioneered the technology that enabled high-density storage-and subsequently, the MP3 player you have in your pocket-were awarded the Nobel Prize for Physics yesterday.
Apple's delivery last week of an iPhone patch that disabled unlocked phones along with a bunch of third party software got me thinking about how IT departments could innovate faster.