IT leaders from Signet Jewelers, Workday, Turtle & Hughes, and One Call share lessons learned for effective leadership during the COVID-19 pandemic
"Technology teams played the parts of corporate superheroes during the COVID-19 pandemic,"
writes Clint Boulton in
"accelerating digital strategies to ensure that their enterprises remained operational. IT leaders get the credit for the exceptional execution, but CIOs know that success is fleeting and stability is tenuous.
In fact, 68% of 500 CIOs surveyed say their departments are not completely prepared to help their companies withstand another major business disruption, according to a recent survey conducted by professional services firm Genpact and the MIT CIO Sloan Symposium. The poll was intended to gauge the lessons IT leaders learned in weathering the storm of the pandemic, along with their preparedness for the journey forward..."
CIOs are pushing for new approaches to innovation to meet the opportunities and challenges of a business landscape forever changed by the past year's pandemic
Stacy Collett writes in
"Even as COVID restrictions begin to lift, IT teams may still get little reprieve from the breakneck pace they've maintained throughout the pandemic to orchestrate technical change. That's because, most IT executives don't believe the dust has fully settled - instead viewing IT's next phase as being primed for innovation.
'We think there's still a lot more disruption, and we see changes in early adoption on things like robotics and delivery,' says Joseph Park, chief innovation officer at Yum Brands, parent company to KFC, Taco Bell, and Pizza Hut. 'What that means for us is a doubling down on our pipeline of innovations'..."
How should Chief Information Officers manage AI in the enterprise, and what challenges may arise?
"Every CIO must consider these questions from both enterprise technology and business leadership perspectives.
Author and AI investor Ash Fontana explains the CIO role and CIO responsibilities when developing organizational capabilities for AI, which he calls the AI-first company.
The conversation covers these essential topics:
- What are the CIO's first steps to adopting enterprise AI?
- How should CIOs start with enterprise AI?
- How much technical knowledge about machine learning models should business leaders possess?
- What are 'data learning effects'?
- What is Lean AI?
- Should the CIO or CTO be responsible for investments in AI?
- Culture change and AI adoption
- Enterprise AI investment and financial return
- How to overcome obstacles to AI adoption in the enterprise?
Ash Fontana is author of the book The AI-First Company. He is an investor focused on AI-first companies at Zetta Venture Partners since 2014. Before Zetta, Ash launched syndicates at AngelList - the biggest startup investing platform in the world that now manages over $2B. Simultaneously, Ash made investments in Canva, Mixmax and others..."
Experiments with AI, RPA and natural language processing are evolving from trial to scale as companies weigh the long-term ROI for automation-heavy technologies
"The financial crunch of the pandemic placed banks in a tricky spot last year," writes
Roberto Torres in CIODIVE
"They simultaneously needed to manage major operational changes while processing an avalanche of loan requests through the Paycheck Protection Program.
"There was a high degree of stress because the product had to be available to all these customers who were actually facing a severe economic crisis here," said Amala Duggirala, senior executive VP and chief operations and technology officer at Regions Bank, speaking Thursday at the Forbes CIO Summit.
The bank used natural language processing (NLP) to validate documents in real time. Because some of the loans went to existing customers, the bank also turned to in-house systems and data to speed the application process..."
Information security governance is a collection of standardized modules; that promises top management that the companies' primary goals reflect their overall security
"Information governance is a corporation's core information policy. The IT Governance Institute (ITGI) defines governance as:
'The set of responsibilities and practices exercised by the board and executive management to provide strategic direction, ensure that objectives are achieved, ascertaining that risk is managed appropriately and verifying that the enterprise's resources are used responsibly.'
The method of organizing, guiding, monitoring, and affecting strategic decisions, activities, and behaviors is known as information security governance (ISG). One of the goals of information security governance is to assure that the security framework is correct and reaches the organizational vision..." - CISO MAG
The five finalists for the 2021 MIT Sloan CIO Leadership Award have hit upon a straightforward way to achieve business-IT alignment: Be the business
Linda Tucci writes in SearchCIO
"Money -- how to make it, save it, grow it: If there's a thread that ties together the five finalists for this year's MIT Sloan CIO Leadership Award, it's their grasp of a fundamental reality of the commercial world -- businesses are in business to make money..."
"When we talk about IT or digital technology, my team's focus is to raise margins, increase sales and improve the productivity of the entire organization." That was how Anupam Khare, CIO at OshKosh Corp., a 104-year-old maker of vehicles and equipment for military, firefighting and business uses, described his IT organization in the MIT Sloan CIO Symposium's online session showcasing the award finalists. His advice to aspiring CIOs? "Learn how the business makes money."
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