IT decisions and spending no longer under CIO control, survey reveals
Nearly 70 per cent of organisations in Australia are content for IT decisions and spending to be driven by business units, away from the direct control of the CIO.
Nearly 70 per cent of organisations in Australia are content for IT decisions and spending to be driven by business units, away from the direct control of the CIO.
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The typical chief information officer tenure, or so goes the noughties C-Suite folklore, works to a five year cycle...
IBM ANZ’s CTO of digital strategy Chris Howard admits he likes to get his “hands dirty” when it comes to IT, and also likes a good challenge. He has been "passionate about innovative technology” for the past 20 years, and now, more than ever, as head of digital strategy at Big Blue.
Company execs and their IT department both think the other is responsible in the event of a cyber attack, research has revealed.
Nine out of ten IT decision makers thought their organisation would perform better if their current c-suite were more tech-savvy, a Wakefield research report commissioned by Juniper Networks revealed.
Research shows relatively few CIOs are equipped for the demands of a digital world, leading to the introduction of roles like the CMO, CDO and CINO to better take advantage of digital trends. So how can CIOs continue to embrace the expansion of the c-suite into what has always been their domain?
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A background in human resources led Simon Pomeroy to one of the most in demand executive roles today. He lifts the lid on what it is like to be chief digital officer in one of the largest enterprises in New Zealand, and in a very competitive sector.
As CMOs take on a more strategic role in the c-suite, they will need to broaden their technical skills and expertise to understand big data analytics, customer online experience, social media and more.
A tightly knit group of execs form a 'C-suite dream team' to take collaboration to new heights at the finance arm of the world's largest automaker.
At Toyota Financial, a close-knit, collaborative group of C-level execs allows for missteps in the company's innovation strategy.
In this day and age, finance executives find themselves swimming in turbulent waters, forced to navigate major disruptions from macroeconomic shifts, regulatory uncertainty and other hard-to-predict events. To stay afloat, they need to be able to operate smarter in an environment that has become increasingly complex and volatile.
A study by PricewaterhouseCoopers says companies earn a higher 'digital IQ'-and higher profits-if the CIO and other top business execs have a collaborative relationship