IT Governance and Executive Strategies

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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.

OfflinePhoto of Eric Bloom

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.

OfflinePhoto of Stephen Elliot

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.

OfflinePhoto of Aaron Polikaitis

True story: A VSM executive recently renewed an agreement for a legacy on-premise human capital management (HCM) solution. In return for a five-year commitment, the vendor reduced the maintenance fee by 25% annually. Based on IDC's benchmark data, the price was, indeed, best in class. But several months later, another executive in the company’s Digital Transformation Office requested help on a transformation strategy, seeking to replace the company’s outdated on-premise HCM system with a SaaS-based solution. Should the contract renewal be classified as savings or a costly mistake?

OfflinePhoto of Aaron Polikaitis

Intelligent ERP applications are being evaluated and implemented by enterprises across all industries. Nevertheless, legacy ERP applications continue to consume a significant quantity of resources and money just to keep operations running.

According to Aaron Polikaitis, VP for IDC's IT Executive Programs Vendor Sourcing and Management practice, "Intelligent ERP will eventually replace legacy ERP solutions. Enterprises with coordinated transitions strategies will be in a position to make the shift in a fiscally responsible manner. Those that do not, will end up spending far more and managing a long business time to value.”

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The way to measure the effectiveness of IT operations has changed. To help IT and business leaders to get the most out of their IT operations, IDC addresses their essential about IT measurement in the age of digital transformation.

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There’s one thing upon which IT executives and LOB leaders agree: the CIO plays a critical role in innovation. In recent IDC surveys of IT executives and LOB executives, 45% of LOB executives designated the CIO as an innovation leader, while 41% of IT executives see the CIO as an innovation leader.

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The Changing Role of IT Leadership: Part 4

By Mike Jennett

The Search for Agile Without Sacrifice

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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.
    3 months ago

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