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This past weekend marked the two-year anniversary of our living in quarantine. For those who had the option to work remotely, most made the move on roughly March 13 or 16. For a while, many executives bruised their shoulders as they vigorously patted themselves on the back for having successfully transitioned from in-office work to virtual work in March of 2020. They expected major issues, but fewer than expected arose. Of course, this is not to minimize the dramatic increase in cyberattacks that spawned as the threat landscape moved from offices to people’s homes, for example, but most businesses had employees who traveled, working from client sites, hotel rooms, on flights, and in a variety of other settings. This had been the case for years, and companies’ tools supported this model, for the most part.

What has begun to emerge as hybrid work begins in earnest for many companies will be much more difficult. Let’s begin with optionality. Prior to March 2020, 95% or more of all work was done in offices. Though business trips were a regularity for many, one’s primary work was done in an office. Therefore, switching jobs meant switching from one office to another and it would often necessitate moving from one city to another. There was not a lot of optionality in that scenario. Requests to primarily work remotely were easily rebuffed because it was not the norm.

In March of 2020, if you were in a job that could be done remotely, you did not have an option. You worked remotely for your own safety, the safety of your loved ones and the safety of your colleagues. Therefore, the playing field went from being largely even to, in some cases, more even, as everyone was remote rather than having some straggler business travelers dialing in to a group meeting in a conference room, say.

What has begun and will continue in earnest in 2022 will be the unleveling of the playing field. As offices open up, some are drawn to them and others are repelled from them. The employee in an efficient apartment with a spouse and a young child cannot wait to get back to an office full-time. The colleague who has a large house with a dedicated workspace separate from distractions may not ever want to commute again. Every flavor in between can also be found among an employee base. What approach will work best for productivity? What approach will work best for employee morale? What approach will amplify culture in the right way?

The future is likely to be hybrid. Most companies agree with this, and most are acting upon that hypothesis. That said, as a leader, whatever the going in hypotheses you have about the complexion of the future of work, it is critical to note that some will be wrong. Prepare your team for this inevitable conclusion. Two disciplines that must be focal are change management and communications. The former recognizes that changes will need to continue to happen and have a strong discipline in place to facilitate that change will be necessary. The latter ensures that formal and informal communications are in place to continue to provide updates to employees on what is working, what is not, what might be tested next, why, and so forth. It is best to err on the side of more rather than less communication during times of great change and uncertainty.

The last thing you want to do is go through any one-way doors in the decisions you make. If you tell employees that they will never have to come back into an office again, this will be difficult to walk back if the data and your company’s performance languish because of this decision. You will have given your employees a right that they will not take kindly to losing. Even if you are inclined to try virtual-only work beyond the period in which it is necessary for health reasons, best not to call it out as the solution for the long-term but rather that the company reserves the right to tinker with the model as time passes if the situation dictates.

Employees’ opinions should also be weighed throughout, of course. Many executives did not adequately take this point into consideration as initial plans were laid out relative to what the future of work might entail, and many paid the consequences in higher attrition rates. Engaging employees to understand what works best for them and why is a prudent measure to take, even if it is impossible to make everyone happy with the conclusions that will be made. The extent to which the communications plans can be frequent, transparent and bi-directional, all the better.

One must also lean on one’s ecosystem for insight. We are all going through these experiments at present, and if you poll ten executives at ten different firms about what the future of work will entail, no two will be exactly alike and some will be dramatically different. Remain in close contact with your ecosystem to understand what is working and why, what is not, and why, and judge your plans against what you learn. You may stick to your plans in the face of some of this data, but it is important to be open to changing your mind.

Lastly, as employees leave, and they will, of course, evaluate why they are doing so. Are your policies at all a consideration? Is the company an employee is leaving to join offering some sort of benefit or way of working that you might consider. This data is crucial to ensure that a trickle of departures does not become a flood.

The months ahead will be treacherous, but by forming a plan, continuing to test plans and developing open and honest dialogues with employees, a better future can be defined.

Peter High is President of  Metis Strategy, a business and IT advisory firm. He has written two bestselling books, and his third, Getting to Nimble, was recently released. He also moderates the Technovation podcast series and speaks at conferences around the world. Follow him on Twitter @PeterAHigh.

By Peter High, published on Forbes
5/08/17

At the recent Forbes CIO Summit in Half Moon Bay, California, I had the opportunity to share the stage with about a dozen leading technology leaders from a variety of different companies. Included among them were CEOs, CIOs, and venture capitalists. After the event concluded, I reached out to a number of contacts of mine who were in the audience to gauge what they found most interesting, and the person who was mentioned more than any other was Kyle Nel, who is the Executive Director of Lowe’s Innovation Labs at Lowe’s Home Improvement. You might think to yourself, “‘Innovation Labs’ sounds interesting, but Lowe’s? How innovative can that be?” Very innovative, as it turns out.

I first heard about Nel when spending time with Rob Nail, the CEO of Singularity University. He indicated that Nel was a leading example of someone who was a leading innovator. Under Nel’s watch, the Lowe’s Innovation Labs have worked with professional science fiction writers to develop comic book stories plotting Lowe’s future. Those stories have helped seed everything from augmented reality showrooms for customers, robots that will lead you to the product you came to the store to purchase, and the first 3D printer in space. We cover all of the above and more in this wide ranging interview.

Peter High: Kyle, you are the Executive Director of Lowe’s Innovation Labs at Lowe’s Home Improvement. Can you describe your purview and the value that the Innovation Labs add to the broader organization?

Kyle Nel: They are a means to an end. There is a lot of talk about innovation labs, and a lot of money and resources thrown at them, but few results. There are a couple of big success stories, but not in proportion to the amount of resources put into them. We wanted to develop a differentiated, new model for approaching innovation. The labs are just places, it might sound silly and hyperbolas, but they are a different state of mind where we work with what we call uncommon partners, which are organizations that you would not expect Lowe’s to work with, to do things that we would never be able to do on our own because we lack the skills or the resources.

Every organization on the planet is trying to innovate; the problem is that many companies do not know what that means for them. This is an especially difficult problem because the answer is constantly shifting. For Lowe’s, meaningfully innovating is not incrementally improving, which is incredibly important, but incrementally improving is never going to create the next platform of growth. For meaningful growth, you need to have somebody on the outside, or on the inside, creating and building new platforms. Much in the same way that the genesis of every organization was a couple of people got together, they were the rogues and the outliers, and they hit on something at the right place, at the right time. That became the new thing, and they grew an edifice out of it. Lowe’s Innovation Labs are all about making sure that we continuously grow.

The fundamental difference between our lab and others is that I am not a tech person. I am a behavioral scientist. I want to create meaningful behavior change and develop new things that solve problems that people have not only now, but will have in the future. Usually the way to solve problems is through new technology, but it is not the only way. Another fundamental difference with our labs is a system we developed called narrative-driven innovation. There is a science, a process, and rigor to the system. We hire professional, published science fiction writers, give them our marketing research and trend data, work with them to sift through the probable convergences of tech and people trends, and then they create a story with characters, conflict, and a narrative arc. We turn those stories into comic books, and these are what we think of as our strategic documents for the future. Next, I give the comic books or product to our CEO and his direct staff, and they use them to tell me what to build.

High: Please briefly describe the form of the comics and how the story unfolds.

To read the full article, please visit Forbes

Peter High

10-12-2016

Excerpt from the Article:

In her role as CIO of Denison University, Dena Speranza leads a team technologists in support of all campus technology, infrastructure and services. She provides overall vision and leadership for the development and implementation of offerings that support the college mission and strategic goals. Her team manages college-wide information systems and services to provide effective educational technology, administrative systems, and student computing. The team works to build partnerships with colleagues across campus, at peer institutions, and with key vendors to facilitate the liberal arts experience at Denison.

The Technical Services team supports a campus infrastructure consisting of more than 100 virtual and physical servers, more than 1,000 access points, 40TB of storage, and over 300 switches.

Peter High: What are your strategic priorities for the foreseeable future?

Dena Speranza: Earlier this year, the university launched core strategic priorities that are focused on deepening student learning, continuing our strong recruiting of a diverse student body, and positioning our graduates to successfully transition into the professions. These institutional priorities inform the planning and decisions we need to make in our infrastructure and the long-term roadmap for information technology services. I am working with my team, colleagues across campus, and our advisory committees to develop an IT Strategic Plan, which supports the university’s strategic priorities.

This is a transitional time for higher education, as people question the value of a degree and traditional delivery models. In this challenging environment, Denison University is recognized nationally as a healthy and forward-thinking liberal arts college. The faculty and administration are thoughtfully addressing the needs of today’s incoming students and are creating new programs and interdisciplinary offerings that deliver a world-class education with strong mentorship and vigorous career support to our thriving students.

Our strategic priorities in Information Technology Services are being updated in support of recently released institutional strategic priorities. We are assessing the need to become more agile in our delivery models and are developing an infrastructure that is scalable and secure. As a core service provider for the university, our priorities are focused on improving student and employee engagement through an institutional approach that strategically leverages technology. We are expanding transparency into technology decisions, improving communication, increasing collaboration between teams, and identifying needs across multiple constituencies.

Change management is often a challenge for IT organizations, and the continued rapid pace of technology advances makes it even more critical to have open and effective lines of communication between IT and every constituency we support. We are committed to building a culture of trust, information transparency and shared decision-making with a delivery model of excellent customer service.

Strategic initiatives in the foreseeable future are focused on improving service experiences for our primary constituencies including prospective students, current students and their families, employees, alumni, and friends of the college. We look to improve self-service models for workflows and more mobile-friendly experiences. We are developing skill sets around integrating systems and identity access management.

We are implementing tools for organizational effectiveness, and we are focusing on improving administrative business processes, along with increasing access to tools for reporting and data analytics to support decision-making and analysis. We also will continue and expand focus on compliance with regulatory requirements, accessibility, and security. More effort will be devoted to security awareness and digital literacy for both our staff and our students to promote safe practices, reduce risks and maintain compliance.

We have achieved efficiencies by leveraging virtualization and cloud-based technologies over the past few years and will continue to monitor advances in secure and scalable XaaS (Anything as a Service) models to improve our infrastructure and to become more agile to meet growing needs.

Five year strategic technology plans are no longer effective with today’s pace of change and planning processes must evolve into a more rapid update cycle. IT organizations must find ways to scale to needs and stay adaptable while maintaining effectiveness and efficiency. This environment also places stress on existing teams to continually develop skills and to find ways to sunset legacy systems and processes that are draining resources.

Our strategic priorities must also include building risk-tolerance within the organization for innovative solutions that are exploratory and potentially transformational to the liberal arts experience. We also must maintain core services, control costs, effectively prioritize ITS resources, develop talent and plan for succession within the IT organization.

Peter High: Has it been difficult to attract IT talent to Granville, Ohio?

To view the full article, please visit CIO Insight

by Peter High, published on Forbes

5-23-2016

Angela Duckworth was an outstanding student growing up, so much so that she was admitted to Harvard University. All the while, however, she was reminded often by her beloved father that she was “no genius.” Many years later, with degrees from Harvard, Oxford, and the University of Pennsylvania under her belt, she was selected as a MacArthur Fellow. Rather ironically, given her father’s reminder, she was officially a genius, as the MacArthur Foundation confers “genius grants.”

To make this story yet a bit more ironic, Duckworth, who is a professor of psychology at Penn, studies grit, which she defines as a combination of perseverance and passion for especially challenging long-term goals. She believes grit is a better predictor for long-term success than our traditional understanding of genius as traits or talents that we are born with. In other words, though she was ordained as a genius, she lets us know there is no reason why we cannot be equally successful in our chosen areas of passion.

This month, Duckworth’s book, Grit: The Power of Passion and Perseverance was published. It offers invaluable lessons to business leaders, parents, recruiters, and almost anyone who wishes to have a roadmap to achieve greater levels of success personally, as well as methods to use to instill grit into our kids and our work teams.

(To listen to an unabridged audio version of this interview, please click this link.)

Peter High: How did you determine that this would be at least a significant portion of your life work?

Angela Duckworth: I would date back to my first year of graduate school when I knew that I wanted to understand the psychology of high achievers. I basically believed then, and I do now, that almost anything can be studied, almost anything can be reverse engineered, so if we could put these high achievers under the microscope then we would be able to emulate, or imitate at least, their habits, their beliefs, and maybe replicate their experiences.

I started interviewing these high achievers in business, but also in sports; any high achiever that I could lay my hands on through connections of my advisor or myself. And two themes emerged from the conversations. One was “Wow, the people who are successful are relentlessly dedicated to what they do.” They have a kind of endurance in their effort; they do not get disappointed for long. It is not that they do not get disappointed, but they get back up again, and they are tirelessly working to get better. Perseverance. But there is also stamina in their interest: they are just never bored with what they do. They find it interesting and meaningful, and so they do not switch course a lot. They do not work hard at different things. They work hard at one thing.

High: It seems like every commencement address has a version of “follow your passion”, as though your passion is half a block ahead of you. You make the point that in some ways that is not the most productive way to think about this. You write that it is essential to try a variety of things and quit those things that do not create a spark of passion inside of you, until you find that one thing or series of things that will inspire grit. Can you talk about that?

To read the full article, please visit Forbes

by Peter High, published on Forbes

5-2-2016

Guy Chiarello has been a towering figure at the intersection between financial services and technology for multiple decades. He foresaw the power of digital business as Chief Information Officer of JPMorgan Chase before digital was the term of art or a department within corporations. He and his team there were responsible for the award-winning Chase Mobile App Suite, which grew its customer base to more than 10 million users in its first two years. He was also among the first to usher in peer-to-peer payments at scale. Perhaps most critical to his success, at a remarkably early period, he understood the power of pushing his businesses to think of IT as a source of innovation, and he ensured that he recruited the kinds of people who could deliver on that promise.

Not so surprisingly, Chiarello has risen definitively above the CIO role, now occupying the role of President of First Data Corporation. As president of the $11 billion global payment technology solutions company that handles almost half of all US credit and debit transactions, he and his team have even more room to leverage technology to innovate. I was interested to hear him reflect on his rise, how he interacts with his CIO and CTO, now that he is their boss, and where his attention is focused for the years ahead.

(To listen to an unabridged audio version of this interview, please visit this link. This is the 28th article in the “Beyond CIO” series. To read through past interview with executives from companies like Waste Management, Biogen, Allstate, Aetna, Marsh & McLennan, and BMO Financial Group, please visit this link.  To read future articles in the series, please click the “Follow” link above.)

Peter High: Guy Chiarello, You have been President of First Data Corporation for nearly three years. What is in your purview as president?

Guy Chiarello: If I simplify it, there are really three aspects of the job every day. One is really helping Frank Bisignano, our CEO, run the company: the day-to-day operations, making it work well for clients, and making it work well for the overall company and the employees that are part of it every day. The second is around clients. I spend a lot of time in the client space, not only helping sell our solutions, but, most importantly, understanding their experiences, their needs, and helping them focus on a forward-looking strategy where First Data can help them. This is a unique company, so explaining the company and helping them understand the value that it can bring to them and their business is key. The third function, which is really what I have really grown up prepared to do every day, is around the innovation, the engineering, and the technical operations of the company: engineering our products, solutions, defining strategy, which is really around not only innovation, but execution of the products and capabilities of the company every day, and then running the company from a technology perspective. I still have my hands in the technology function every day. I do have a CIO and a CTO inside the company, but this is a technology company.

High: What are some of your strategic priorities at right now?

Chiarello: The company is multi-faceted, so we have customers that are 4,000 plus banks as our customers. We are the outsourced party or the enabler for banks who are trying to deliver debit and credit solutions to cardholders around the world. On the other end of the spectrum, we have six million merchant locations where we deliver everything from point of sale and payment enablement. In between, we have the largest independent debit network—we are twenty-eight percent of the world’s e-commerce payment activity. We have a growing presence in “card not present” activity, so those are digital, mobile type payments, and, in a lot of ways as you bring those things together, really we are the go-to solution for people who either want to enable payments or deliver loans, credit or debit capabilities in the marketplace. That is in 100 plus countries on an everyday basis.

High: Both here, as well as in your role as CIO at JPMorgan Chase, innovation has been part of your set of responsibilities. How do you define innovation in a variety of different ways—big “I”, small “i”? What are some of the metrics you use to determine whether or not the organization is innovating appropriately or not?

To read the full article, please visit Forbes

by Peter High, published on Forbes

2-29-2016

Sentient Technologies has patented evolutionary and perceptual capabilities that provide customers with highly sophisticated solutions, powered by the largest compute grid dedicated to distributed artificial intelligence. The company also has a war chest of $143 million in venture investment, the most of any artificial intelligence company. Antoine Blondeau founded Sentient Technologies nearly nine years ago, though it was in stealth mode for the majority of that period.

After stints at Salesforce.com and Good Technology was looking for the next challenge. He had been involved in artificial intelligence for 15 years, making him an early pioneer in the field, and already had hit a home run by being involved in developing the technology that would become Siri, of iPhone fame.

Blondeau claims we are still in the very early days of artificial intelligence’s evolution, but his vision is to create technology that will mimic the human interaction. One of the first uses of the technology is in retail, replicating the experience of having a sophisticated advisory helping to curate your shopping experience. In this interview, Blondeau provides his vision for the company, his thoughts about the future of AI, the balance between AI innovation and AI safety, as well as a variety of other topics.

(To listen to an unabridged audio version of this interview, please click this link. This is the fourth article in a series on leaders in artificial intelligence, which includes interviews with Mike Rhodin of IBM Watson and Sebastian Thrun of Udacity. To read future articles in the series, please click the “Follow” link above.)

High: Artificial intelligence seems to be gaining tremendous momentum, whether it is venture capital, media coverage, or simply progress that is obvious in the world.  There are clearly a couple of trends that have made this possible in recent years: the emergence of relatively low-cost available computing power and the vast, growing abundance of data that companies in every industry are collecting. I think I have heard you say that we are in the first inning here of the game, as so much innovation is ahead of us. As somebody who got into this 15 to 20 years ago, long before this boom, where do you see things now, and how do you think things are evolving?

Blondeau: You are right on the money when you talk about what has happened over the past five or seven years that is making this possible. Some of the team members and I worked on the precursor to what became Siri. At the time, we were thinking of an algorithm running on one machine or a few machines. What has happened over the past few years is that you have the data, it is broadly available, and one of the things that we foresaw was not only that data would explode but the dimensionality of data would explode. It will connect a lot of types of data that had not been connected before. That is a big help.

The second thing is that we have moved from thinking of the machine being the compute to the network being the compute, which means that we can harness an enormous amount of compute cycles. In our case, that means running our system on up to two million CPU cores. We also have a few thousand GPU cores. It is a massive system. When we thought of this company seven years ago, we had the vision forward, but could not quite imagine how we could get there. I think now we can.

The last thing is that when you begin to think about the scale, you can begin to address problems that you had not thought were solvable previously. The ambitious nature of what you do can go up significantly. You can tackle dimensionality, you can tackle complex decision making. Effectively, you are looking at comprehensively including every step of decision making in the machine, or in this giant network machine, which previously was not something thought of as possible. That is the high level.

High: I would like to dive a bit further into the details of how this becomes reality, and how that has impacted the way in which you have thought about entering different markets. I have heard you speak about the applications in some of the primary industries where there are tremendous amounts of data and where there are particularly big problems to solve, like financial services and healthcare. I found it interesting that one of your first areas to apply Sentient Technologies is in retail and online shopping. I would love to understand further how you have chosen where to focus.

Blondeau: One of the things we did was building a powerful platform, but you never succeed by building a platform. You need to apply it to know that it is working and scales to multiple industries. So, we decided to monetize it to address trading, aspects of e-commerce, and the online content discovery experience, as well as, at the research level, institutions like MIT, University of Toronto, and Oxford to work on less immediately monetizable problems, but world problems nonetheless. I am talking here about genomics and patients in an ICU context.

In each case, the common denominator is a few things. One, can you try to solve a problem that has not been solved before? The complexity of the decision making process is key here. The second thing is can you encapsulate the whole decision making process within the machine?

To read the full article, please visit Forbes

by Peter High, published on Forbes

2-1-2016

Jim Swanson has been the Chief Information Officer of $15 billion Monsanto for nearly two and half years after spending almost all of his career to date at healthcare companies at companies like Merck, Johnson & Johnson, and SmithKline Beecham. A scientist by training, Swanson joined the St. Louis-based provider of agricultural products for farmers because it allowed him to continue to pursue opportunities at the intersection between science, technology, and intellectual property innovation. As such, he has thought about the role of CIO much more strategically than most.

Swanson has led a sweeping digital transformation over the organization focused around five pillars that define the digital opportunity: operational excellence, business productivity, customer centricity, revenue enablement, and disruptive innovation, each of which he describes in great depth in this interview. As such, Swanson’s team is playing a significant role in revolutionizing a company in perhaps the oldest industry of all: agriculture.

(To listen to an unabridged audio version of this interview, please visit this link. To read more articles like this one, please click the “Follow” link above.)

Peter High: You are the Chief Information Officer of Monsanto. Please take a moment to describe your role.

Jim Swanson: I have responsibility for all the IT systems and data that spans Monsanto. We are in about 67 countries worldwide, and I have responsibility to deliver on the IT capabilities across that global footprint. Monsanto is comprised of two segments with a third one that is emerging. One is our crop protection business – our chemistry that helps growers with herbicides, pesticides, etc. Our second is our seed trade business – corn, canola, soy, vegetables, etc. Our third emerging area is economic services. We provide information to help growers better improve their yield, improve their outputs, reduce their inputs, and do it more sustainably. As the CIO, I have the responsibility to enable those three segments with data, tools, and capabilities for our business.

High: You operate in the world’s largest and oldest industry – agriculture. To the uneducated outsider, it may seem ironic in some ways that there is a real digital revolution that is happening within agriculture. You have just begun to describe some of that, and how it applies across the three segments of the business. Please talk about the move from analog to digital that is happening within Monsanto and the industry, more generally speaking.

Swanson: We are taking an industry that has probably done it the same way for hundreds, if not thousands of years. Over the last half decade or so, we are digitizing the farm and digitizing agriculture, which is pretty exciting. You think about the seven and a half billion people on the planet, growing to nine billion in a relatively short period, and growing the amount of food we need, and doing it sustainably is an important mission that Monsanto has. We are going to need every tool that we have to enable that. We need information, science, and technology. What is happening on the farm is a leveraging of data and information insights to provide much better ways to do agriculture than has been done in the past.

We connect combines in the field, so we can collect real-time information on how they are performing on the farm. We use analytics and data to get better insights into the performance of our products, as well as sustainable agricultural practices. We internalize and digitize our internal processes, so we connect more effectively across the “ag” ecosystem. It is rapidly evolving with sensor technology, with data, and with insights that have transformed the way that farming is done. It is having a tremendous impact on yield impact, reduced input, and more sustainable agriculture.

High: How tech-savvy are growers? Do you find that adoption is happening readily? Is it readily apparent as to how important and how valuable the new tools that are now available can be?

To read the full article, please visit Forbes

As a Partner in the CIO/CTO practice for the executive placement firm Heidrick & Struggles, Matt Aiello has keen insight into the growing trend of CIO’s adopting “plus” responsibilities.

by Peter High, published on Forbes.com

02-11-2013

Of the CIO-pluses that have been profiled thus far, none were hired into their roles as CIO-pluses.  Eight of the ten were CIOs first, and then added additional responsibilities.  It made me curious whether there are companies that are starting to think about CIO-pluses as they embark on the hiring process. I reached out to Matt Aiello for the answer.  Matt is a partner in the CIO/CTO practice at Heidrick & Struggles.   As a CIO/CTO recruiter, he has placed more than seventy IT executives into companies that span most industries.  From his perch, he sees a rising appetite for CIOs to be hired with the plus.  He explains this in my interview with him herein.

(This is the eleventh piece in the CIO-plus series. To read the prior ten interviews with the CIO-pluses from Waste Management, McKesson, Merck, Red Robin Gourmet Burgers, Ameristar Casinos, Owens Corning, Marsh & McLennan, ADP, Children’s Healthcare of Atlanta, and the San Francisco Giants, please click this link. To receive notice about future interviews in the series with CIO-pluses of  Walgreens, P&G and others, please click visit the column’s page. in the weeks to come.)

Peter High:
How long has the notion of the “CIO-plus” role been on your radar?

Matt Aiello:
In the eight years I’ve been recruiting top technology officers, in some way shape or form the notion has always been around, but we’ve seen a dramatic increase in these sorts of roles in the past two to three years.

Peter High:
What has been the driver of this increase in demand for these roles in the past two to three years?

Matt Aiello:
I think it is driven by several factors.  First, taking a page from Charlie Feld, the CIO role itself is still immature and still evolving; it has to be the most amorphous/contextual role on any management team.  Second, technology is moving so fast and becoming ubiquitous and accessible by organizations outside the CIO’s purview; this requires the CIO to engage rapidly across the enterprise.  Third, the best organizations are always transforming, driving cost out and/or revenue up, and any significant transformation requires that the CIO be in the middle of business processes again outside their normal domains.

Additional topics covered in the article include:

To read the full article, please visit Forbes.com

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