Harvard Business Review

JULY 19, 2013

Just look at what most do: They appoint a CIO and give him or her a budget and a mandate to get on with it! Of course, this response would be fine if the challenge were merely to deploy technology (on time and to budget) and ensure it continues to function properly for as long as required. CIOs Must Lead Outside of IT.

CIO 10

CIO CAPEX Budgeting CRM 10

Harvard Business Review

FEBRUARY 4, 2014

They put together a preliminary budget and an RFP that asked vendors to take the data the company had — customer call and payments behavior, online searches, social network activity, billing, etc. Two months later, the bids were coming in 400 percent over budget. — and identify opportunities. . The solution?

CIO 10

CIO Budgeting Enterprise Architecture Marketing 10

Harvard Business Review

JULY 15, 2013

Our research, conducted in partnership with Harvard Business Review, The Economist, CEB (formerly the Corporate Executive Board), Intel, and TNS Global, finds that corporate leadership has lost confidence in the CIO as a strategic partner and views IT as a commodity rather than a difference-maker.

CIO 10

CIO Crisis Competitive Advantage Webinar 10

Harvard Business Review

JULY 25, 2013

It is all well and good — and true — to say that the role and mandate of the CIO are expanding. But too many organizations are stretching their Chief Information Officers (CIO) too thin. Today''s CIOs must learn to balance all of these personas. CIOs especially need: an integrative mind. focus and vision.

CIO 9

CIO CFO Chief Information Officer Business Intelligence 9

Harvard Business Review

JULY 23, 2013

But it should be the CIO''s job. It''s time for CIOs to move beyond their roles as chief technology officers, and embrace the name with all of its implications: Chief Information Officer. At the same time, technology budgets are static or contracting, and non-IT execs want more attention to cost-cutting. We know this.

CIO 9

CIO CFO Zero Based Budgeting Chief Technology Officer 9

Harvard Business Review

SEPTEMBER 13, 2012

An impatient marketing or finance manager would, on the sly, secure some extra budget money and hire a contractor to build a little database that tracked mailing addresses or top-line financials. Slowly but surely, as the little database grew bigger and bigger, the manager would wedge the cost into her operating budget. The result?

Supply Chain 17

Supply Chain CIO Budgeting Project 17

Harvard Business Review

DECEMBER 1, 2017

Some CFOs are working with their CISOs and CIOs to actually model their cyber exposure gap. IT budgets are typically 3-7% of a company’s revenue, and security budgets are typically 5% of IT spend. IT budgets are typically 3-7% of a company’s revenue, and security budgets are typically 5% of IT spend.

CFO 12

CFO CIO Budgeting Long-term 12

Harvard Business Review

JULY 22, 2014

As evidence of marketing’s central role, just look at which department in your firm is commanding the fastest-growing share of the technology budget and attracting the lion’s share of data analysts and data scientists. Starving IT of budget takes a heavy toll on innovation. CIOs and CMOs must meet in the middle.

Supply Chain 14

Supply Chain CIO Chief Information Officer Budgeting 14

Harvard Business Review

JULY 24, 2012

Senior executive customers tend to have larger budgets, are less price sensitive and more focused on value. Helping my smaller vendors grow and get established is in my interest," notes Patty Morrison , CIO of Cardinal Health — and the kind of dynamic customer advocate ideal for any technology firm. "So

Reference 15

Reference CIO PR Learning-by-Doing 15

Harvard Business Review

JULY 24, 2013

As the drive toward increased digitization continues, enterprises have to get a handle on this total digitization — and corporate CIOs have to step up to the challenge. For Commonwealth Bank of Australia, convergence involved bringing together operations and IT into a new unit, Enterprise Services (ES), headed by the CIO.

CIO 12

CIO Organization Committee CTO 12

Harvard Business Review

MARCH 19, 2020

Sponsor content from Deloitte.

Content 10

Content CIO Finance Budgeting 10

Harvard Business Review

FEBRUARY 1, 2011

There's a lesson in this for CIOs who are trying to make their budgets stretch ever further in these austere times. Development of small, low-cost, low-risk projects involving archived datasets can sometimes have a disproportionately high impact on the business — and on the CIO's reputation.

CIO 15

CIO How To Policies Document 15

Harvard Business Review

AUGUST 1, 2013

Infrastructure largely determines the IT organization''s structure, its budgeting, how the corporation goes to market, its legacy, and its capacity to change. CIOs need to provide infrastructure at a lower cost and with more agile capability. Reinventing corporate IT requires more than changing the role of CIOs and IT in a digital age.

CIO 12

CIO Technology Telecommunications Information Technology 12

Harvard Business Review

DECEMBER 20, 2018

In 2017, CIO magazine reported that around one-third of all customer relationship management (CRM) projects fail. Those failures can mean a lot of things — over-budget, data integrity issues, technology limitations, and so forth. PM Images/Getty Images. That was actually an average of a dozen analyst reports.

CRM 15

CRM Project Succession CIO 15

Harvard Business Review

JULY 22, 2013

However, when we ask CIOs how their "enabling" is going, they consistently respond that sometimes it goes well; sometimes not so much. At a recent CIO roundtable, one CIO said that the demand for IT in his company is infinite. And other CIOs nodded in agreement. IT Cannot Be Only the CIO''s Responsibility.

CIO 9

CIO Stage-Gate Project Information Technology 9

Harvard Business Review

AUGUST 9, 2013

Most CIOs will benefit from this trend through increased competition, better prices, and quicker provisioning. At the same time, the trend also heightens the expectations of CIOs'' internal customers to deliver better solutions at greater speed. Yet, we observed that IT projects are planned and supervised with very scant information.

Technology 9

Technology CIO Agility Software 9

Harvard Business Review

AUGUST 15, 2013

They resist getting their hands dirty alongside the CIO, even though many of them will readily get down into the mud of a balance sheet with the CFO or strategize the details of global brand issues with the CMO. Nor do they understand the CIO''s role or, typically, the technologies that the company deploys.

CEO 10

CEO CIO Technology CFO 10

Harvard Business Review

APRIL 9, 2014

It’s especially difficult if you’re not the one calling the shots (most managers don’t set their own compensation budgets). Two years ago, Mila Deconda (not her real name), the COO of a New York state agency, hired a deputy CIO to join her team with the intention of quickly promoting her. What the experts say.

CIO 14

CIO How To Case Study B2B 14

Harvard Business Review

MAY 15, 2014

“It was beset by destabilizing changes to leadership, a lack of appropriate capability, poor coordination, over-complexity, underdeveloped plans in continual flux, and poor budgeting. We continually find that most major transformation initiatives end up being managed as IT projects, with responsibility abdicated to the CIO.

Banking 10

Banking Project Enterprise Architecture CIO 10

Harvard Business Review

AUGUST 16, 2013

From my experience, I believe that there are four highly interdependent categories of contributions the CIO and IT function should make. Every discussion on the role of IT and CIOs should start with the question: "What are the potential uses of this technology that will guarantee we stay in business?" Generating Top-Line Growth.

Enterprise Architecture 9

Enterprise Architecture CIO Horizontal Integration Information Technology 9

Harvard Business Review

FEBRUARY 15, 2012

Bogsnes and his team focused on two powerful levers: abolishing the traditional budget in favor of a more dynamic and distributed process, and scrapping the annual calendar for a more continuous and variable approach to setting time-horizons for a particular business or project.

Bureaucracy 15

Bureaucracy Company Agility CIO 15

Harvard Business Review

SEPTEMBER 9, 2014

First, CIOs and technical leaders too often take a limited “tech-implementation” view and measure success on deployment metrics like live sites or licenses. Faced with limited budgets, companies focus on the most tangible part first – deploying the technology. Plan and budget for adoption from the start.

Technology 11

Technology Metrics Budgeting CIO 11

Harvard Business Review

APRIL 6, 2012

They may also have a certain budget or a predetermined range. Then she sought the advice of the company's CIO, Ted*. "I Do your research. Employers set salaries based on what they currently pay people to fill similar roles and what they believe competitors are paying. Do some sleuthing. Anastasia asked for time to think about it.

COO 21

COO How To Proposal Henderson 21

Harvard Business Review

MAY 31, 2011

I talk to a lot of business audiences about how they can use social media to build their reputation, and there's always someone who wonders if that strategy is really viable in their market, their field, their budget. How could this work for me?" Add a keyword.

Media 15

Media Strategy Supply Chain Audience 15

Harvard Business Review

AUGUST 26, 2013

Kim Stevenson , Intel''s CIO, summarizes the challenge well: "[IT functions have] gone through ERP, they''ve gone through BYO and they''ve gone through cloud, and they think they''ve done it all. Different standards of project and portfolio management are also required with more flexibility in demand management and budgeting methods.

CIO 8

CIO CTO Operations Technology 8

Harvard Business Review

JULY 16, 2013

If asked about cost savings, be ready to deliver your pitch on how you intend to reduce or eliminate capex spending, reduce personnel resources, move services to a pay by month model eliminating long term contracts and ultimately reduce your annual budget by a modest percentage year over year over a 3-5 year period of time.

Directory 9

Directory Company CIO IAM 9

Harvard Business Review

MARCH 22, 2016

However, overspending is often the result of decentralized and siloed decision making over the utility budget. A similar transition happened several decades ago when the Director of IT evolved into the CIO role in order to strategically manage information technology resources for better business outcomes.

Company 8

Company Management CIO Energy 8

Harvard Business Review

APRIL 8, 2014

Given the success of the program in 2013, IBM’s CIO decided to invest $7 million to expand iFundIT in 2014. planning, budgeting, recruiting, and training) could be reengineered. Over 1,000 IBMers participated from 30 countries, applying to get part of the seed fund of $300,000.

Software 11

Software CIO Project Early Adopters 11

Harvard Business Review

JUNE 19, 2013

They refer me to the chief information security officer, but she works for the CIO, who doesn''t much like to hear what''s wrong with the system he built. my budget is a joke. Besides, she says, I have nothing to do with who gets access to the system. I don''t write the rules.

Company 10

Company Chief Operating Officer Chief Technology Officer Chief Information Officer 10

Harvard Business Review

APRIL 15, 2013

Yesterday''s Linux hackers are now the chief architects and CIOs of the largest enterprises. Last year, Gartner predicted that by 2017, the CMO''s technology budget will exceed the CIO''s. Unsurprisingly, open source has become a key part of most enterprise IT architectures.

CIO 8

CIO Marketing Information Technology CRM 8

Harvard Business Review

JUNE 21, 2017

Research and advisory firm IHL Group recently asked top retail CIOs how much their IT budgets are currently increasing and how much they should increase to compete against Amazon. The answer: Budgets are growing by 4.7% (Most of my retail clients seem to fall into the 2%–3% range.) More From This Author.

Retail 8

Retail Planning Agility Innovation 8

Harvard Business Review

SEPTEMBER 23, 2015

Using Moore’s Law , zero-based budgeting would call for technology spending to fall each year by about 30%; in most companies spending goes up by at least 5% each year. This leads to the predominance of the lowest common denominator. Ask tough questions about technology spending.

Technology 8

Technology Zero Based Budgeting Banking CIO 8

Harvard Business Review

OCTOBER 26, 2015

Starwood CIO Martha Poulter told me that Starwood’s strategy is to try to amaze their guests so they will share their experiences through their social channels. Instead of providing giant budgets to test ideas, the company is reserving budget to scale formulas that already have proven their worth.

Company 8

Company Hotels Travel Class 8

Harvard Business Review

JUNE 4, 2015

They’re priced below your budget and in stock at a well-known retailer with both brick-and-mortar and online stores. According to the AFL-CIO , the actual number is closer to 331 to 1 in the United States (most other developed countries have lower ratios than the U.S., Babo Schokker. So far, so good.

Norton 8

Norton Retail CEO Discount 8

Harvard Business Review

JANUARY 16, 2015

CSO, CFO, CIO, IT, Ops (Practice Leaders): Typically, these decision makers run cost centers as opposed to generating revenue. One the one hand, meeting budget projections is make-or-break for Business Leaders because it impacts their compensation and upward mobility.

P&L 8

P&L Due Diligence CIO COO 8

Harvard Business Review

JANUARY 28, 2015

Operations and marketing meet, discuss, and iterate what the final budget will be and what the ultimate goal will be. Marketing takes the lead on defining how best to serve customer needs and what sort of service this requires. They then set the initial minimum cost that operations can work with to deliver it.

COO 8

COO Planning Metrics Call Center 8

Harvard Business Review

SEPTEMBER 24, 2014

Many leading IT organizations have recognized this problem and manage their budgets in three buckets: operations, maintenance, and innovation. At Sloan Valve , CIO Tom Coleman told us that they only launch a few major programs each year because that allows them to staff and integrate these initiatives with much higher quality.

Budgeting 15

Budgeting Innovation Disruptive Innovation Six Sigma 15