This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Shifts in CTO Responsibilities Over Time The ChiefTechnologyOfficer (CTO) role has evolved dramatically over the past few decades, driven by rapid technological advancements and shifting business landscapes. They help propel organizations toward achieving their digital transformation objectives.
For example, consider a technology company undergoing a digital transformation. An interim ChiefTechnologyOfficer could be brought in to oversee the implementation of new technological systems, ensuring that the transition enhances operational efficiency without disrupting ongoing projects.
I’ve got a bit of a soft spot for Apple’s ChiefTechnologyOfficer, Kevin Lynch. That’s a colossal amount of time, but what impresses me the most is the way in which he appears to have developed strong leadership skills from virtually nothing. I Learned From Video Marketing. I Embraced Failure.
Middle-market businesses often assume they’ll be overlooked by attackers, whether due to a large number of similar companies, or a lack of enticing assets. Andrew Douthwaite has over 17 years of technology experience joining VirtualArmour in 2007 as a senior engineer. About the Author.
As corporations witness the huge economic growth and burgeoning purchasing power in emerging markets, a huge debate is focused on where to find the most profit. Should companies target the customers at the bottom of the income pyramid, where the numbers of potential buyers are large, but price points are low? Listen here.
Cory Bouck , Director of Organizational Development & Learning at Johnsonville Sausage; author of The Lens of Leadership : Being the Leader Others WANT to Follow. Phil Gerbyshak , author, speaker and VP of Sales and Marketing for Advisology. Dwayne Melancon, ChiefTechnologyOfficer, Tripwire, Inc. Martin D.
Cory Bouck , Director of Organizational Development & Learning at Johnsonville Sausage; author of The Lens of Leadership : Being the Leader Others WANT to Follow. Phil Gerbyshak , author, speaker and VP of Sales and Marketing for Advisology. Dwayne Melancon, ChiefTechnologyOfficer, Tripwire, Inc. Martin D.
I recently participated in a spirited panel discussion with Bruce Brown, Procter & Gamble's ChiefTechnologyOfficer, and Erich Joachimsthaler, Vivaldi Partners' managing director and CEO. In Asia alone, spending in that market tier will surge during that time period from $5 trillion to $30 trillion. billion by 2030.
These drills, which coincidentally ran the week before Hurricane Sandy, allowed the DevOps (for Development Operations) team to keep the campaign's systems running while learning how to perform rapid disaster recovery response. "We We knew what to do," said Harper Reed, the campaign's ChiefTechnologyOfficer. "We
Western multinationals — especially the most successful ones — consistently struggle to achieve their growth targets in emerging markets. Because they try to repeat their past success formulas — the ones that work so well for them in developedmarkets. We need only to be patient. What is your company's score?
In recent years, however, the ability of our research ecosystem to sustain a leading global position has come into question, especially as new competitors emerge, such as China, which churns out huge numbers of new scientists and engineers and increases its research and development (R&D) expenditures at a 20% annual rate. About 15.7%
June's Harvard Business Review features a story by Procter & Gamble ChiefTechnologyOfficer Bruce Brown and me on " How P&G Tripled Its Innovation Success Rate." The pace of change in today's markets is relentless. It even goes so far as to ask business leaders to think about what could make their business obsolete.
With access to Xerox's corporate office, Brown was able to engage senior management and help them see the power of the idea that the document was, as he puts it, "the most beautiful manifestation of a knowledge-sharing device." The top shops also excel at developing their leaders. He had previously been a bright star at Google.
By Paul Clarke, ChiefTechnologyOfficer, Ocado. The potential size of the worldwide online grocery market combined with these spin-off opportunities is why grocery really is the holy grail of online retail. One of the more popular business mantras to hit town recently has been: “Forget products, think platform!”
As a marketing ploy the move clearly failed. Instead of debuting a new, tech-savvy firm that would, in the words of chief digital officer Anne Vasquez, be like “having a tech startup culture meet a legacy corporate culture,” it came off as buzzword-laden and naive.
In business, winning is often a matter of speed — to new markets with new offerings — rather than slow, steady plodding. In particular, large companies want to partner with small firms that have developed advanced, game-changing technologies. The right operating approach helps keep the focus on strategic goals.
Sales and marketing were once disciplines ruled by emotions. But somewhere along the way, we recognized that they were based on definable pipelines and applied technology to manage those pipelines. After all, innovation, like marketing and sales, is a pipeline. Juan Díaz-Faes for HBR. In one end go raw concepts and notions.
In a recent article , I suggested that the role of the CIO needs to shift from Chief Information Officer to a Chief Innovation Officer, due to the massive, rapid, multiple technology-driven transformations that are occurring today. CTOs must embrace the role of Chief Transformation Officer.
“There’s nothing wrong with asking for reassurance,” and the answers “will give you insight into your strengths and the development needs of your reports.” ” Schwarz adds: “You don’t need to be the person’s mentor, but you need to help the person develop.”
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content