IT Governance and Executive Strategies

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ICT Industry trends from 2015 - 2020, based on data from IDC's Worldwide Black Book (3rd Platform Edition). Learn 3rd Platform Opportunities, Impact on IT Spending by Innovation Accelerators and a broader view of worldwide ICT Spending.

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IDC and Digital Transformation Maturity

By Shawn Fitzgerald

I recently spoke with Forbes Insights about some of the findings from IDC's research into business maturity with digital transformation. The following has been edited for length and clarity.

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ERP systems have a scary reputation. Over the years many enterprises have initiated massive ERP implementations and upgrades, only to find themselves behind schedule, way over-budget and only using portions of the ERP functionality. Some of these initiatives have been abandoned mid-project or even ended in litigation. As a result, CIOs must carefully evaluate requests to make major changes to functioning, albeit woefully outdated, ERP systems.

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The new blog series from IDC will inform IT and business leadership teams of the latest IT capabilities required, priorities of a digital transformation strategy, skills to master, and key technology investments needed. Part 1 identifies the top goals of digital transformation for enterprise executives and their leadership teams.

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The rapid emergence and spread of digital “innovation accelerators” such as AI/cognitive computing, robotics, and IoT has many businesses scrambling —in a highly competitive and often volatile marketplace — to figure out where and how these innovative technologies fit into their business and technology strategies for digital transformation (DX). Many businesses are exploring or innovating digitally enabling products and services; others are creating new digitally enabled products, services, and customer experiences. Often, this experimentation and product development is taking place in labs or limited test bed prototypes.

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Thomas J. Watson once said "Would you like me to give you a formula for success? It's quite simple, really: Double your rate of failure. You are thinking of failure as the enemy of success. But it isn't at all. You can be discouraged by failure or you can learn from it, so go ahead and make mistakes. Make all you can. Because remember that's where you will find success."

CIOs and their management teams across Application Development and IT Operations and Infrastructure are in a very enviable position. They are increasingly able to “fail”, learn and incorporate the learnings from their mistakes, and do so with limited repercussions.

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Transformation IT Skills In Demand and Expensive

By Joe Pucciarelli

Today, IT executives are under increasing pressure underwrite accelerating innovation with their organizations -- brought on by a confluence of new digital technologies and escalating market pressures. To meet the challenge, they are pushing hard to recruit and manage talent and maximize their organizational capabilities and resiliency while dealing with unprecedented technical and organizational challenges in digital transformation (DX).

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IT spending is predictable, until it’s not. Upgrade cycles and product development are usually well understood, and an increasing proportion of tech spending is driven by a smaller group of customers (service providers and consumers). As the cloud becomes more and more central to the way that en-terprises purchase and consume technology, so the overall market becomes increasingly hitched to the infrastructure investments which drive those services. Meanwhile, a large proportion of consumers continue to upgrade smartphones on a 2-3-year cycle, while PC and tablet upgrades move at a slower pace. And network investments are more stable than ever, both from enterprises and service providers, as businesses (and consumers, for that matter) become more and more reliant on the net-work for their mobile and cloud-based services.

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Imagine you planned a party and no one came. You rented the hall, selected the menu, hired the band, and invited all your friends to join you. Then, to your chagrin, no one could attend because everyone you know also planned their own event on the same evening. This is the social equivalent of the dilemma facing organizations today who built next-generation strategies to digitally transform their business models, internal operations and/or corporate direction and can't find the technologists to build it.

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Today, solving internal conflicts and improving collaboration between development and operations teams have become an executive priority for driving business results, not just cost reduction. Cloud-based IT capabilities are delivered from multiple delivery models, increasingly targeting multi-modal platforms (from legacy to mobile and IoT). Business and IT demands now dictate the need for agility, reliability, performance, and security for high-performance IT organizations.

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  • Why Multiple Viewpoi…
    Heather Ashton says:
    The value of gaining perspective from multiple viewpoints cannot be understated, Crawford. This is an excellent reminder that innovation and transformation require a multi-faceted approach, one that extends beyond the traditional "bench" to new and dynamic sources.
    5 months ago

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