The Center interprets and analyzes IT trends, flagging the business opportunities they offer. The quarterly Technology Forecast helps you anticipate and leverage change. The Center also publishes white papers on the evolving role and growing influence of today’s CIO.
How are financial services firm CIOs tapping IT organizations to build benefits and cue-up competitive advantage? We'll show you how here and now.
During the recession, CIOs and other executives had to focus on tactical issues like efficiencies and cost cutting, rather than on developing new business strategies. Here, PwC explains how that may change and outlines ways the CIO can become more strategic while handling other responsibilities – an idea we call the “situational CIO”.
Every Chief Information Officer (CIO) knows that the job has become more complex. The changes of the past 20 years will seem mild compared with those of the next five. CIOs will face unprecedented pressures, and our research shows that many executives expect CIOs to point the way for agile business in today's volatile economy. So how can your CIO help define and execute forward-looking business strategies for your company? Here, we offer some ideas.
Because much of the methodology for examining business modeling fits under the technology umbrella, the CIO plays a key role in building a better framework for the business’s decision-making process and IT’s transformation-driven change-management process. We look at an approach that includes operations research, agent-based modeling, and value network analysis. These once-separate disciplines are converging, and give the CIO the necessary frameworks to construct meaningful models of business and technology processes—models that include market and human factors.
William Rouse of the Tennenbaum Institute at the Georgia Institute of Technology says that most business transformations fail and that modeling and simulation can help. Here he provides his perspective on the value of enterprise modeling to transformation, a view informed by the institute’s extensive research on the history of transformation efforts.
What can enterprise architects expect when a large enterprise confronting multiple challenges undergoes a transformation effort? Tannia Dobbins, an enterprise architect with Advanced Micro Devices, offers her take in this interview.
In this interview, Micheal Lang and Brooke Stevenson discuss linkages between data interoperability and enterprise architecture, and how Semantic Web standards are helping the US Department of Defense create a single view of the architectures in place.
Dr. Mark Paich is a principal at Decisio Consulting and a former student of Dr. Jay Forrester of the Massachusetts Institute of Technology (MIT), who pioneered the field of system dynamics. In this interview, Paich outlines examples of his company's success in using AnyLogic and other simulation tools to help executives at large enterprises make major transformation decisions.
Enterprises need to use models that adequately capture how organizations actually function. Here, we look at how to guide, shape and implement organizational change in ways that take into account the interactions, beliefs, attitudes, decision rules, and reward structures that cause changes in human behavior.
Executives at multinational companies know where they need to be, but they are frustrated about how to get there. In this article from PwC, we explain how enterprise architects need to reach beyond their standard toolsets to methods that go beyond recordkeeping, IT asset management, and fractionalized governance.
Geir Ramleth, senior vice president and CIO of Bechtel Group, is transforming IT to move away from managing, maintaining, and building legacy solutions to an environment that uses virtualization, standardization, and automation to be flexible and deliver the right services anytime, anyplace, and to any device that has a browser and an Internet connection. What does he know that your organization might not?
How does IFRS transition apply to the technology industry? Here we offer guidance that helps US technology companies think strategically about the financial and non-financial aspects of an IFRS conversion, especially since the key accounting topics that are most relevant to technology companies represent potentially complex areas of difference between US GAAP and IFRS.