A seismic shakeup of the workplace is under way, as emerging technologies and employment dynamics are reshaping workforces and organizations alike. Here’s how to keep ahead of the changes.
Companies are increasingly developing new executive roles aimed at making the organization as a whole more data-driven and digitally adept. Here’s how three new tech exec titles take different approaches to tackling the same problem.
A chief analytics officer leads an organization’s data analytics strategy, driving data-related business changes in an effort to transform your company into a more analytics-driven one.
A chief data officer oversees a range of data-related functions to ensure your organization is getting the most from what could be its most valuable asset.
A chief digital officer strategically transforms a company’s technological future in a way many CIOs don’t have the bandwidth to do.
Deft leadership and management skills and a lot of empathy are required to balance the priorities and expectations of millennials, baby boomers and the Gen X-ers stuck between them.
The perception of IT's value and its status within an organization are in constant flux. Here's how to stay relevant.
How do top CIOs get that way? For many, the path to greatness includes a turning point--a moment when the landscape shifted under them and they learned lessons that served them throughout their careers. We asked a few of the 2014 inductees into the CIO Hall of Fame to recount some of those moments.
It's a familiar complaint: Executives from a business department learn about a new, often cloud-based product and they want to try it. Only they can't, because IT has decreed that this wonderful new product creates too much risk. The frustrated business execs gripe that IT is standing in the way of progress. As one business executive said, IT is "where dreams go to die."
Many board members want CIOs to give them more and better information -- especially about IT risk.
Corporate culture may matter even more to your project's success than ROI does. Here's how to work with it rather than against it.
Survey finds that CIOs and marketing chiefs don't see eye-to-eye on much at all.
If there's no catastrophic system failure or major software deployment to work on, CEOs might wonder what IT does all day. Here's how to make sure your contributions aren't undervalued when things go smoothly.
Many IT leaders admit their spending is too heavily weighted toward keep-the-lights-on projects. Here's how to tip the balance.
Managing the flow of an infinite supply of worthwhile projects through a finite IT operation takes finesse. Here's how to avoid the backlog and the chaos.