Harvard Business Review

MAY 2, 2013

Tomorrow''s businesses will have a very different make-up, and the CIO must lead the charge in the face of these changes. The downplayed downside of this convenience is that there is usually no long-term profit from such ventures. The Rise of the CIO. But CIOs also need to not get caught up in the technology trap.

CIO 8

CIO Competitive Advantage Agility Hamel 8

Harvard Business Review

FEBRUARY 4, 2014

Variations of this Big Data story line are being played out in executive offices around the world, with CMOs and CIOs in the thick of it. CIOs, tasked with turning technology into revenue, are themselves pounding the table demanding better requirements for Big Data initiatives.

CIO 8

CIO Budgeting Enterprise Architecture Marketing 8

Harvard Business Review

DECEMBER 30, 2011

Organizations invest billions annually on a success curriculum known as "leadership development," which ends up leaving so much on the table. What if, instead of trying to fix people, we assumed that they were already full of potential and created an environment that promoted their long-term well-being?

Development 17

Development Biotechnology CIO Short-term 17

Harvard Business Review

APRIL 25, 2013

Over the last two years, we have been engaged in primary research with The Harvard Business Review, The Economist, CEB (formerly known as the Corporate Executive Board), Intel, and TNS Global in an attempt to paint a picture of how the role of the CIO and the IT department is changing. CIOs today must adapt or risk being marginalized.

CIO 8

CIO ROI Agility Information Technology 8

Harvard Business Review

JULY 22, 2013

IT leaders have long embraced the idea that the role of the IT unit, and of enterprise IT systems, is to enable business. However, when we ask CIOs how their "enabling" is going, they consistently respond that sometimes it goes well; sometimes not so much. And other CIOs nodded in agreement. These are finite resources.

CIO 8

CIO Stage-Gate Project Information Technology 8

Harvard Business Review

FEBRUARY 15, 2012

What if training and development programs unleashed human potential rather than packed people full of curricula, models, and competencies? More to the point, what if cultivating a successful inner life was front and center on the leadership agenda?

Bureaucracy 13

Bureaucracy Company Agility CIO 13

Harvard Business Review

MARCH 5, 2014

I’m 100% in favor of kindness and compassion in leadership. But there are serious long-term effects. People let it go on for a long time,” McKeown says. Let it go on for too long — if possible consider transferring to another department or finding a new job. Case study #2: Don’t stay too long.

Case Study 12

Case Study Resources Long-term CIO 12

Harvard Business Review

APRIL 16, 2013

If the answers are inconsistent, or don''t reflect leadership''s intended positioning strategy, that can indicate one of two issues. For example, take an IT security firm targeting the CEOs, CIOs, and general counsels of small healthcare providers. What distinct value do its customers or clients get from it?

Bottom-up 8

Bottom-up Press Release Sample CIO 8

Harvard Business Review

FEBRUARY 8, 2018

This means that many emerging market risks get cut from the senior leadership agenda. The cost of doing business — and especially the cost of local production — would go up, and budget-busting government spending increases would erode long-term business confidence despite short-term stimulus.

Market Risk 9

Market Risk Marketing Supply Chain Company 9