","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2019-02-04T15:08:12.588Z"},{"profile_id":"5c7dd695d36e1d4fb55c6b5e","create_date":"2020-12-16T18:07:16.658Z"}],"replies":[]},{"createdate":"2019-02-13T17:35:37.103Z","profileid":"5cc2038efdaa85cca81b488f","anonymous_author":null,"anonymous":false,"text":"Yousuf asked a siimilar question a few weeks ago. Putting the link here to tie the conversations together (hope this works).
https://www.pulse.qa/lfdetailedview/how-do-you-engage-startups-is-it-a-part-of-your-it-strategy
","upvoters":[{"profile_id":"5c7f5742d36e1d4fb55c6b95","create_date":"2021-08-09T15:00:03.312Z"}],"replies":[]},{"createdate":"2020-03-08T05:59:29.621Z","profileid":"5e58ae2cd36e1d29c1494f99","anonymous_author":null,"anonymous":false,"text":"As a VC, I very much welcome engaging with CxO enterprise executives as they are often after the same thing -vetting promising startups. We both get spammed with requests and need diligence. So it winds up being mutually beneficial to compare notes. ","upvoters":[],"replies":[]},{"createdate":"2020-03-08T17:45:44.78Z","profileid":"5b0e770a7861553a418c67ac","anonymous_author":null,"anonymous":false,"text":"Some of these entities can move with great speed, perhaps much more than a larger, highly regulated, political or bureaucratized company. These can be first movers into an area that it is easier to partner (or acquire).\n\nCan also look at the companies from an IP and/or M&A perspective. \n\nThis must be balanced with a risk assessment to understand what you may be partnering/investing. ","upvoters":[],"replies":[]},{"createdate":"2020-12-14T16:20:15.972Z","profileid":"5fd7810258c54a0001a4934c","anonymous_author":null,"anonymous":false,"text":"We check to see how closely their business model is aligned with our business and clients.","upvoters":[],"replies":[]},{"createdate":"2020-12-30T03:19:00.899Z","profileid":"5cc20396fdaa85cca81b49f9","anonymous_author":null,"anonymous":false,"text":"The main reason to engage with startups is that they provide a service or solution that others do not.\n\nThe way to select the right one, is to ensure that their solutions meets your specific requirements.\n\nBut the problems with hi-tech startups, is like that of restaurants, most of them fail. So a key concern is to see if they have a realistic business plan, and enough capital, that they can sustain themselves for a while. \n\nWhat is frustrating about startups is that you can put a huge amount of effort into deploying their solution, only to find that the vendor has gone belly-up and can not longer support the solution.","upvoters":[],"replies":[]},{"createdate":"2021-02-13T19:44:41.306Z","profileid":"6028219ae8b9990001b8b7e2","anonymous_author":null,"anonymous":false,"text":"Although our Target Markets, Target Audience are Fortune based (F500/100/50). We don’t limit our search, practices to Enterprise exclusively. We search for the best, brightest talent...seeking Complex problem solvers...proven , known for delivering best end business results. Who, What, Why offers the very best solution.","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2022-01-30T15:00:09.264Z"}],"replies":[]},{"createdate":"2021-06-13T17:04:24.052Z","profileid":"5c7ef23036c6bcd1f6948061","anonymous_author":null,"anonymous":false,"text":"Novel and creative solutions","upvoters":[{"profile_id":"5c7f5742d36e1d4fb55c6b95","create_date":"2021-06-14T04:59:42.966Z"},{"profile_id":"60c73e3ca4a50f00014fb6dc","create_date":"2021-06-14T11:36:03.593Z"},{"profile_id":"60c77a6d443bec00016746b3","create_date":"2021-06-14T15:53:48.468Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2021-06-15T10:59:44.076Z"}],"replies":[]},{"createdate":"2021-10-18T14:48:20.664Z","profileid":"616cffbe4373c40001828c2a","anonymous_author":null,"anonymous":false,"text":"Startups bring agility and speed","upvoters":[{"profile_id":"5c7f5742d36e1d4fb55c6b95","create_date":"2021-10-21T10:59:44.375Z"}],"replies":[]},{"createdate":"2021-10-18T19:41:43.865Z","profileid":"60d80c926e92290001cc3c49","anonymous_author":null,"anonymous":false,"text":"Some of them are doing things radically differently then well known established vendors. This can bring capabilities that are not available with a traditional vendor.\nAnother factor is price. To get s marketshare or a reputable customer startups can sometimes offer very attractive deals","upvoters":[{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2021-10-19T04:59:43.442Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2021-10-20T10:59:49.116Z"}],"replies":[]},{"createdate":"2022-02-17T19:57:53.644Z","profileid":"620cf9aef5b0130001e4239e","anonymous_author":null,"anonymous":false,"text":"An answer to the contrary.... Typically, I don't... Healthcare is complicated and solutions take months or years to implement and very often more years to hardwire.... The monetary investments is minimal compared to the human capital investment. We/I simply cant afford the time to do business with an unproven vendor. The other point of concern is the startups , if they are good at what they do, are purchased and then a new set of account managers roll in the front door with differing T&C's.. \n\n\n\n\n\n\n \n\n\n\n\n\n","upvoters":[{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2022-02-18T04:59:42.813Z"},{"profile_id":"5c636311d36e1d4659892133","create_date":"2022-02-19T10:59:45.272Z"}],"replies":[]},{"createdate":"2022-02-20T21:16:44.974Z","profileid":"60bbedf52ccdb60001be800e","anonymous_author":null,"anonymous":false,"text":"Engagement with startups is an important and easy way to understand what technology and innovation may be emerging that you should be aware of.","upvoters":[{"profile_id":"60d80c926e92290001cc3c49","create_date":"2022-02-20T21:31:52.825Z"},{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2022-02-21T04:59:42.846Z"},{"profile_id":"5c79bd09d36e1d4fb55c6ad7","create_date":"2022-02-22T10:59:44.06Z"}],"replies":[{"createdate":"2022-02-20T21:31:46.986Z","profileid":"60d80c926e92290001cc3c49","anonymous_author":null,"anonymous":false,"text":"Fully agree with you.\nI will just add that sometimes they have a product that big established companies don't. 90% of our interaction is with an established business, only 10% is using products from startups and we choose startups as they have products that we needed but did not know existed on the market.\n","upvoters":[{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2022-02-22T16:59:46.249Z"}],"replies":[]}]},{"createdate":"2022-02-22T12:46:24.816Z","profileid":"6214311deccfb60001f17539","anonymous_author":null,"anonymous":false,"text":"We buy them to integrate them in to our core service offering. Selection process is rigorous and to date successful.","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2022-02-24T04:59:46.184Z"}],"replies":[]},{"createdate":"2022-03-07T15:30:31.843Z","profileid":"6225a68c77bfc1000168e325","anonymous_author":null,"anonymous":false,"text":"We have a special team in Merge and Acquisitions department for doing this based on market tendencies and to bring new and innovative relations.","upvoters":[{"profile_id":"5d0ab80a8b1e4e9bb551a6c3","create_date":"2022-03-07T22:59:44.236Z"},{"profile_id":"5b4d45d6d36e1d1f452a6d5e","create_date":"2022-03-08T03:14:25.111Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2022-03-09T04:59:47.487Z"}],"replies":[]}],"reward":{"threshold":0,"threshold_amount":0,"threshold_met":false,"amount_min":0,"amount_max":0,"amount_multiplier":0,"amount_display":""},"last_updated":"2022-07-01T13:22:53.832Z","intro":"","target_audience":{"company_sizes":null,"industries":null,"titles":null,"geography":null},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Anonymous user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"fontawesome:user-secret","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","level":0,"titledisplay":"","title_override":"","pulsepoints":0,"contribution_points":0,"numresponses":0,"numcomments":0,"accounts":[],"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"views":{"count":0,"last_count_notified":0},"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"metadata":[],"has_pod_access":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"social_media":{"linkedin_url":"","twitter_url":""},"work_email":"","accepted_terms_and_condition_id":"","last_terms_and_conditions_accepted_on":"0001-01-01T00:00:00Z","accepted_privacy_policy_id":"","last_privacy_policy_accepted_on":"0001-01-01T00:00:00Z","accepted_unified_terms_id":"","unified_terms_accepted_on":"0001-01-01T00:00:00Z","verification_state":0,"verification_owner":"","verification_state_reason":"","is_publicly_visible":false,"is_public_visibility_set_by_user":false,"last_pi_sync_time":"0001-01-01T00:00:00Z","is_post_pi_integration":false,"gartner_client_election_made":false},"views":21743,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","parent":null,"product_question_type":0,"num_comments":18,"last_activity":["6287f1697e2fd8f46958e49b","6290c721699f9bc92dd11c8d","62bef52d3be100f0d218202e"],"featured_profiles":["5b047598d36e1d33d0351127","5a6cc2e0d36e1d5bc4265fa2","5e58ae2cd36e1d29c1494f99"],"is_saved":false,"tags":[{"_id":"621c9de121b4850001fc3367","name":"Disruptive & Emerging Technologies","description":"","type":0,"slug":"disruptive-and-emerging-technologies","image_url":"","aliases":[],"parent_id":"","version":2,"following":false}],"typeslug":"post","topComment":"It's not a secret that engaging with startups and emerging technologies is crucial for every business. It's no longer about being good enough, it's about being the best and taking advantage of new products and innovations comes with the territory. My primary motivation to engage with startups is to deliver business value at Flex. My secondary motivation is to learn from people smarter than me (the entrepreneurs I meet) about the latest technologies, products, and solutions being created to shape the future of enterprises.
Our business priorities are very clear and we work as a team to figure out which technologies (and then companies) will help us drive our goals. This top-down approach is methodical - we have a budget and a structured approach on how to work with vendors (big or small) to select the right one. The bottom-up approach is equally important, and requires a team that is passionate about technology to make it work. One example for us is that, as a team, we spend a few hours every Friday morning learning about new technologies, products, and innovations that may be helpful for us. We then come together as a team and share our learnings. If one or more products stand out, we dig deeper and explore how we can leverage it at Flex.
Regardless of top-down or bottom-up, seeing a meaningful ROI is generally important to us. That doesn't always hold true, but these are rare exceptions, not the rule.
Startups we engage with have a few things in common:
- We get to know the team before we get to know the product because we're betting on the people and the vision as much as the product. How strong is their technology, sales, and executive team?
- Is the product easy to use and does it have an adoption strategy in place?
- And finally, in return for us coming in as an early customer, are they willing to have us shape their product and roadmap to fit our needs?
With thousands of startups, it can be daunting to figure out the right ones to engage with, but a few channels have been helpful to curate the best — my peer network (we exchange emails on a weekly basis), curated online IT communities that go beyond what traditional analysts provide, and working with select VCs like a16z, Lightspeed, and others."},{"_id":"6140cf66a839270001781ac5","authorid":"","type":100,"state":0,"tag_ids":["621c9de121b4850001fc3367","621c9de121b4850001fc33dd","621c9de121b4850001fc33df","621c9de121b4850001fc33db"],"tag_ids_v2":null,"departments":[11,13,28],"levels":[2,3,4,5],"text":"","short_text":"","slug":"blockchain-business-ei5","upvoters":[],"comments":[],"reward":{"threshold":320,"threshold_amount":1000,"threshold_met":true,"amount_min":1,"amount_max":5,"amount_multiplier":10,"amount_display":"10-50"},"last_updated":"2022-07-02T20:49:47.536Z","intro":"","target_audience":{"company_sizes":[],"industries":[],"titles":[{"department":11,"levels":[2,3,4,5]},{"department":13,"levels":[2,3,4,5]},{"department":28,"levels":[2,3,4,5]}],"geography":["na","eu","as"]},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Scrambled user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","level":0,"titledisplay":"","title_override":"","pulsepoints":0,"contribution_points":0,"numresponses":0,"numcomments":0,"accounts":[],"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"views":{"count":0,"last_count_notified":0},"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"metadata":[],"has_pod_access":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"social_media":{"linkedin_url":"","twitter_url":""},"work_email":"","accepted_terms_and_condition_id":"","last_terms_and_conditions_accepted_on":"0001-01-01T00:00:00Z","accepted_privacy_policy_id":"","last_privacy_policy_accepted_on":"0001-01-01T00:00:00Z","accepted_unified_terms_id":"","unified_terms_accepted_on":"0001-01-01T00:00:00Z","verification_state":0,"verification_owner":"","verification_state_reason":"","is_publicly_visible":false,"is_public_visibility_set_by_user":false,"last_pi_sync_time":"0001-01-01T00:00:00Z","is_post_pi_integration":false,"gartner_client_election_made":false},"views":0,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","team_id":"5e322bb13a4e7fe068017e11","parent":null,"product_question_type":0,"num_comments":0,"featured_profiles":["5c6f5d86d36e1d5b8bccaeb5","5ba1105cd36e1d222b589a6b","5b523ff5d36e1d469fe552ab"],"name":"Blockchain in Business","description":"Blockchain technology is in the headlines but what’s the business case? 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Technologies","description":"","type":0,"slug":"disruptive-and-emerging-technologies","image_url":"","aliases":[],"parent_id":"","version":2,"following":false},{"_id":"621c9de121b4850001fc340f","name":"News","description":"","type":1,"slug":"news","image_url":"","aliases":[],"parent_id":"621c9de121b4850001fc336c","version":2,"following":false}],"typeslug":"poll","topComment":""},{"_id":"62a9e0993ef9d9000138ca4c","authorid":"","type":7,"state":0,"tag_ids":["621c9de121b4850001fc3377","621c9de121b4850001fc3367","621c9de121b4850001fc336a"],"tag_ids_v2":[],"departments":[11,13],"levels":[3],"text":"What are some common obstacles to implementing new technologies?","short_text":"","slug":"some-common-obstacles-to-implementing-new-technologies","upvoters":[{"profile_id":"5aa7d53cd36e1d3a96bc5f2b","create_date":"2022-06-20T14:03:23.731Z"}],"comments":[{"createdate":"2022-06-15T13:37:38.304Z","profileid":"61476f39f5d558000103e201","anonymous_author":null,"anonymous":false,"text":"At the places I've been, the biggest obstacles to adopting new technologies have been the IT staff themselves. IT’s role is to be the interpreter who understands both what the business unit or department wants, and how we can find a technological solution. There wasn't a shortage of interesting ideas happening in the market, and people were always aspiring to do something better or different. But looking back, whether it was cloud or anything else, the biggest obstacle was my own staff, not the college. I could sell the college on the romanticism of cloud and say, “It's great that you think our data centers are secure and compliant. I don't want to let you see behind the curtain, but trust me, these cloud-based providers are doing a much better job of being compliant and auditing.” To the campus, everything was in the cloud anyway, because the servers that they used weren't sitting in their office.\n\nOn the other hand, my own staff posed problems that cost me opportunities to strike at the right time, when the price was low enough to make trying worthwhile. We missed opportunities to capitalize on clever ideas that would've helped propel us forward. In higher education, new technologies could have been applied in any department, or even administratively. And when it's our own teams who are problematic, I don't think it's because they're lazy. I think it might be because they have a hard time lifting their heads up above the walls of their box to see what else is out there, and that they can do other things.","upvoters":[],"replies":[]},{"createdate":"2022-06-15T13:37:48.825Z","profileid":"5c7dd695d36e1d4fb55c6b5e","anonymous_author":null,"anonymous":false,"text":"Change management is a hand-in-hand component of technology. The issue is that there’s a lack of impetus for people to change. Some folks think that if it's not broken, you shouldn’t fix it; they don't want to change for change's sake. Or the culture is such that they've never had to change, so when you introduce change through technology, it's just not something that they're used to. And I’ve found that people resist change both on the IT side and the business side. I just put in Proofpoint and people are saying, "No, I don't want to go in and manage my account and release that email. You should just know that I want to see everything." But I'm not going to do that. Part of the issue is that they have to change the way they are doing things. Just because there was a faulty product in there before doesn't mean that the way they were doing their process was right, and that applies to both sides. ","upvoters":[],"replies":[{"createdate":"2022-06-15T13:38:00.157Z","profileid":"61476f39f5d558000103e201","anonymous_author":null,"anonymous":false,"text":"When I interviewed at Vassar, they wanted leadership, so I tried to find new directions in order to take the institution where it wanted to go. But they were so resistant. Leadership is a two-sided coin and they didn't really want that, because leadership needs change. They wanted stewardship instead, where someone could come in and maintain exactly what they’d been doing. People say they want new technologies, and that they want to be innovative, but they're not always willing to re-conceptualize what it means to do that. ","upvoters":[{"profile_id":"620829ff4c112a00018e8044","create_date":"2022-06-19T23:23:09.409Z"}],"replies":[]},{"createdate":"2022-06-15T13:38:11.789Z","profileid":"5c54c3a7d36e1d5c04ba9c9e","anonymous_author":null,"anonymous":false,"text":"I do a lot of consulting for clients all over and I think the smartphone has changed the paradigm for end users. The line of business units are leading the technology discussions today and they're saying, "I can do this on my smartphone. Why can't I do this for my customers? Why can't I do this with our supply chain?” The technology that we gave to people put a lot in their hands, and it has created an acceptance of technology that probably wasn't there before the smartphone. It continues to create more innovative ideas and leaves the IT department to play catch-up as the gatekeeper of change, instead of the leader. ","upvoters":[],"replies":[]},{"createdate":"2022-06-15T13:38:31.698Z","profileid":"5db87f8e12b5e2c97ee2bbf1","anonymous_author":null,"anonymous":false,"text":"We have the opposite challenge in my company. We are a technology company in that we design our own chips and products, but the product is geared at people who are 65 years old or older. Our entire sales and marketing teams still make most of our ads on printed paper because that's what the target audience reads. But then the technology team is using AI to develop algorithms in hearing aids that use social media to talk to other hearing aid users. They’re trying to drag the business into 1995, so it's the total polar opposite in that aspect. \n\nWe actually looked at restructuring marketing and turning half of the marketing department into IT resources, because when marketing builds a website, it’s not compliant or secure. Then they have to code an ID to fix it. It’s better to just get IT to build it for them, so now we hire marketing people in IT to run marketing.","upvoters":[],"replies":[]}]},{"createdate":"2022-06-15T13:38:44.022Z","profileid":"5ee3e7d0d36e1d6799ff34e3","anonymous_author":null,"anonymous":false,"text":"CIOs talk about missed technology opportunities, but how often does a CIO stand up and commit themself or their organization to a business outcome that the technology will produce? We can all intuitively see opportunities where technology's going to aid the business. We can't take responsibility for better sales, product quality or customer satisfaction, but you have to partner with somebody in the business and say something like, “If you let them buy this data tool, I'm going to sign up for 20% more sales.” \n\nWe don’t often appeal to some performance outcome that the technology is going to enable for the company. Even if we intuitively understand it, we have to go a lot farther than just our intuition to get large organizations to want to embrace new technologies. As technology leaders, we're not without blame. It's not like the business is the one that's always failing to see the path forward.","upvoters":[],"replies":[{"createdate":"2022-06-15T13:39:00Z","profileid":"5db87f8e12b5e2c97ee2bbf1","anonymous_author":null,"anonymous":false,"text":"As IT, why wouldn't we be able to redefine our role and say, “We have done the following analytics and it has produced this many leads”?","upvoters":[],"replies":[]},{"createdate":"2022-06-15T13:39:17.317Z","profileid":"5ee3e7d0d36e1d6799ff34e3","anonymous_author":null,"anonymous":false,"text":"Another issue is that half of our peers don't have the business credibility to even have this conversation. The reception they get is, “You're the IT people, why are you talking to me about sales?”","upvoters":[],"replies":[]}]},{"createdate":"2022-06-19T16:33:06.493Z","profileid":"621ca49838c9b500014fd7d3","anonymous_author":null,"anonymous":false,"text":"Educating your customers on your product can be hard if your tech is truly innovative. And ensuring bugs don’t affect early user experience on a shoestring budget.","upvoters":[],"replies":[]},{"createdate":"2022-06-20T10:03:18.382Z","profileid":"6257c43e049861000120a39c","anonymous_author":null,"anonymous":false,"text":"Company culture and associates resistance:\n\nEmployees tend to continue working the ways they are used to, arguing that "it has always worked this way." This situation precludes the possibility of adopting and using new technologies. Also, employees may feel threatened by not having the necessary technical knowledge or having to leave their safety zone to learn emerging technologies. It is understood that not everyone - no matter how hard they try - will have the skills to work with the latest technology.\n\n\nLack of support from the leadership team:\nThe shift towards the adoption of modern technologies needs to have real support from the top management, otherwise it will fail due to the loss of most necessary resources and momentum. According to experience, institutions will be able to bring about a major technical change only if the senior leadership considers this change and transformation a priority, and seeks to deliver this message to the entire institution.\n\n\n\nThe high cost of adopting modern technologies:\n\nWhen we talk about the high cost of adopting modern technologies, we are talking about the rise of three main factors in this point:\n1- The financial cost required to implement projects of adopting modern technologies, it is usually very high, especially in At the beginning of launching these technologies. This high cost may be an obstacle to adopting these technologies.\n2- Time is the second factor , so study the requirements Studying requirements, standards, procurement procedures, implementing and testing these technologies, transferring data and training employees all take time. Critical time that employees may not easily have with the tasks assigned to them.\n3- Experience: Usually, the adoption of modern technologies requires expertise that may not be available in institutions, and obtaining this knowledge and experience may require additional costs that are a burden on institutions.\n","upvoters":[],"replies":[]},{"createdate":"2022-06-20T14:04:56.335Z","profileid":"5aa7d53cd36e1d3a96bc5f2b","anonymous_author":null,"anonymous":false,"text":"Some common obstacles are company culture slow to move forward, stagnant skillsets, mind set on learning innovative ideas when the workforce has been doing something the same way for years and don't see of gain from changing their processes. ","upvoters":[],"replies":[]},{"createdate":"2022-06-21T08:23:42.791Z","profileid":"620b70f262954e0001b6b62a","anonymous_author":null,"anonymous":false,"text":"1. Avoiding Technology for Technology’s Sake\nThe wow-thing of cool tools won’t ultimate long, so how will you make sure you’re left with some thing useful? Ask your self questions like, “What hassle(s) does this clear up for my faculty?” And, “Does this have delivered price as compared to a low-tech alternative?”\n2. Creating a Vision\nWhy do colleges with the equal generation enjoy considerably distinctive results? Planning. Who will use the generation? How will they use it? What’s the goal? How will you degree development? Start with a small, targeted implementation in place of seeking to use one device to clear up each hassle for everyone.\n3. Money, Money, Money\nBe innovative with investment sources. Will the brand new tech gain SPED college students? ELL? Intervention? Can you operate it in your after-faculty software, too? Always test the suggestions for the precise investment source, however it’s frequently feasible to fulfill numerous desires with one implementation.\n4. Professional Development\nGood expert improvement will offer you with extra than how-tos and button-clicking. Look for PD in order to encourage instructors, percentage great practices, and manual your implementation to achievement. Don’t overlook to offer on-going expert improvement to cope with demanding situations later withinside the implementation.\n5. Get Everyone Onboard\nEvery implementation appears to have a pair naysayers who attempt to convey down the relaxation of the group (and on occasion succeed). Help save you this with the aid of using such as instructors early on withinside the choice and making plans process. Provide an possibility for instructors to explicit worries in a efficient manner, provide character coaching, and set clean expectancies for utilization.\n6. Scheduling for Success\nAllocating generation assets is without problems one in every of the most important demanding situations of any implementation. There’s no one-size-fits-all solution, so be innovative. And consider: Will the generation continually be scheduled, or is it additionally to be had for impromptu use? Will college students visit the tech, or will it come to their classrooms? Does each pupil want get entry to, or simply positive groups? Make the maximum of each minute with the aid of using scheduling use earlier than and after faculty.\n7. Systems and Procedures\nHow will gadgets be charged? What takes place if some thing isn’t operating or breaks? Will college students be allowed to print or get entry to different hardware? Organization is prime to achievement, so make certain that each one instructors recognize the floor rules. Label EVERYTHING, submit reminders on tech carts or across the lab, and time table a person to robotically preserve equipment.\n8. Unlocking Student Motivation\nWhen the vibrant has worn off, and generation has grow to be the norm for college students, how are you going to maintain them prompted? Will college students acquire a grade for his or her work? Can you sponsor a competition among instructions for the best utilization or maximum growth? Perhaps if college students meet their dreams they could take part in a unique activity. Consider what your college students price maximum, and use it on your advantage. Older college students frequently crave social time, so discover a manner for them to earn breaks. Younger college students is probably prompted with the aid of using competition, Tootsie Pops, or greater recess.\n9. Data and Progress Monitoring\nRemember the imaginative and prescient you created in your implementation? Don’t overlook to follow-up in your dreams. Regular development tracking is one in every of the most important keys to a a success generation software. Are instructors assembly expectancies? Are college students demonstrating achievement and making development towards their dreams? Is utilization what you expected? Why or why not? Routinely screen software information and speak successes and regions for development together along with your instructors.\n10. Happily Ever After: Maintaining the Enthusiasm\nMost colleges have new applications and tasks each yr, however don’t lose sight of your present dreams. If you had a a success first yr, plan to extend and enhance in yr two. If you didn’t meet your dreams, what desires to change? Communicate dreams and expectancies to instructors and offer on-going expert improvement to transport past the basics.","upvoters":[],"replies":[]},{"createdate":"2022-06-30T07:24:25.933Z","profileid":"6218a2cd1a0acf0001486e43","anonymous_author":null,"anonymous":false,"text":"The biggest obstacle is perceived change and the impact the planned IT changes will have on the existing people and organisational structure. Certainly, the maturity of the technology, the real use case of the transformation, proof that it works in real scenarios, etc., are essential for conveying the benefit. But mastering change management is the key to making the transformation successful.\n","upvoters":[],"replies":[]}],"reward":{"threshold":0,"threshold_amount":0,"threshold_met":false,"amount_min":0,"amount_max":0,"amount_multiplier":0,"amount_display":""},"last_updated":"2022-06-30T07:24:28.256Z","intro":"","target_audience":{"company_sizes":[],"industries":[],"titles":[],"geography":[]},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Scrambled user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","level":0,"titledisplay":"","title_override":"","pulsepoints":0,"contribution_points":0,"numresponses":0,"numcomments":0,"accounts":[],"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"views":{"count":0,"last_count_notified":0},"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"metadata":[],"has_pod_access":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"social_media":{"linkedin_url":"","twitter_url":""},"work_email":"","accepted_terms_and_condition_id":"","last_terms_and_conditions_accepted_on":"0001-01-01T00:00:00Z","accepted_privacy_policy_id":"","last_privacy_policy_accepted_on":"0001-01-01T00:00:00Z","accepted_unified_terms_id":"","unified_terms_accepted_on":"0001-01-01T00:00:00Z","verification_state":0,"verification_owner":"","verification_state_reason":"","is_publicly_visible":false,"is_public_visibility_set_by_user":false,"last_pi_sync_time":"0001-01-01T00:00:00Z","is_post_pi_integration":false,"gartner_client_election_made":false},"views":70,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","parent":null,"product_question_type":0,"num_comments":8,"last_activity":["62b07e8a3084115b93ffac2f","62b180113084115b9332ee8e","62bd4fac3be100f0d2989bc3"],"featured_profiles":["6257c43e049861000120a39c","5aa7d53cd36e1d3a96bc5f2b","61476f39f5d558000103e201"],"is_saved":false,"tags":[{"_id":"621c9de121b4850001fc3377","name":"IT Strategy & Roadmap","description":"","type":0,"slug":"it-strategy-and-roadmap","image_url":"","aliases":[],"parent_id":"621c9de121b4850001fc335d","version":2,"following":false},{"_id":"621c9de121b4850001fc3367","name":"Disruptive & Emerging Technologies","description":"","type":0,"slug":"disruptive-and-emerging-technologies","image_url":"","aliases":[],"parent_id":"","version":2,"following":false},{"_id":"621c9de121b4850001fc336a","name":"Process Management","description":"","type":0,"slug":"process-management","image_url":"","aliases":[],"parent_id":"","version":2,"following":false}],"typeslug":"post","topComment":"At the places I've been, the biggest obstacles to adopting new technologies have been the IT staff themselves. IT’s role is to be the interpreter who understands both what the business unit or department wants, and how we can find a technological solution. There wasn't a shortage of interesting ideas happening in the market, and people were always aspiring to do something better or different. But looking back, whether it was cloud or anything else, the biggest obstacle was my own staff, not the college. I could sell the college on the romanticism of cloud and say, “It's great that you think our data centers are secure and compliant. I don't want to let you see behind the curtain, but trust me, these cloud-based providers are doing a much better job of being compliant and auditing.” To the campus, everything was in the cloud anyway, because the servers that they used weren't sitting in their office.\n\nOn the other hand, my own staff posed problems that cost me opportunities to strike at the right time, when the price was low enough to make trying worthwhile. We missed opportunities to capitalize on clever ideas that would've helped propel us forward. In higher education, new technologies could have been applied in any department, or even administratively. And when it's our own teams who are problematic, I don't think it's because they're lazy. I think it might be because they have a hard time lifting their heads up above the walls of their box to see what else is out there, and that they can do other things."},{"_id":"6290de567cb4280001f450a8","authorid":"","type":4,"state":0,"tag_ids":["621c9de121b4850001fc3367","621c9de121b4850001fc3363","621c9de121b4850001fc3364"],"tag_ids_v2":[],"departments":[11,13],"levels":[3],"text":"What is best for full stack development? 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We had a legacy system that was built by a consortium of Florida colleges and no group of schools should ever have been charged with designing their own ERP and student information system. As we started to move forward, it occurred to me that this was a good opportunity to talk about the architecture and technology that I wanted the board and others to understand, rather than discussing a particular solution, which is a one-time conversation. \n\nWe talked to our executive team and board of trustees about why APIs and real-time analytics were important. That proved to be incredibly helpful because our president really clicked with these concepts and every acquisition of technology, not just by me, but across the college. And with every new acquisition, he began to ask, “How does it integrate with the other solutions we already have?” That led us to rethink and adopt technologies that were API-driven and easy to integrate, so that we could put pieces together to do things we couldn't do before, which was great during the pandemic. Talking about architecture and the qualities of technologies was more beneficial than trying to get the business sold on one product’s ability to do something, because it leveraged us more in the future. We've had some missteps too, but the architecture solution has proven to be good going forward.","upvoters":[],"replies":[]},{"createdate":"2022-06-22T20:58:21.417Z","profileid":"60bc22bb2ccdb60001be81a0","anonymous_author":null,"anonymous":false,"text":"I think the buy-in should always be for a strategy rather than a product. Because the solution should be about solving a business problem or getting a business outcome, not putting a specific product in place. If you put your argument around a product I feel there is a natural distrust from the audience that you have bought into a product before thinking about the business problem it will solve. You should always look at a range of products too as part of your discovery so that you can justify why you landed on a certain product. Great question.","upvoters":[],"replies":[]},{"createdate":"2022-06-22T21:44:00.562Z","profileid":"603f658ea310890001f269fc","anonymous_author":null,"anonymous":false,"text":"Not necessarily! If the business sees a product, they get to experience it in real time, touch / feel / use is very appealing to the business. 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No matter how many problems it has, good luck taking it back to the store once the kids have fallen in love 😬","upvoters":[],"replies":[]},{"createdate":"2022-06-23T11:02:52.244Z","profileid":"62b11db0ce1700000130b2a2","anonymous_author":null,"anonymous":false,"text":"Since you are looking to get buy in from business, I am making an assumption there is no ask from business about the specific product. \n\n\nI would start with situation, problem, why, and benefits, customer back, and connect to the solution / capabilities required .. and then provide options/products etc. So basically paint the picture of what problem, connect to strategy, goals and outcomes. Get buy in on goals, outcomes, metrics ... thats where I will get buy-in ... \n\n\nAt times, it might be ok not to have all the outcomes or metrics nailed but at least directionally correct outcomes and metrics will help to get the conversation going and start iteration ... 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We had a legacy system that was built by a consortium of Florida colleges and no group of schools should ever have been charged with designing their own ERP and student information system. As we started to move forward, it occurred to me that this was a good opportunity to talk about the architecture and technology that I wanted the board and others to understand, rather than discussing a particular solution, which is a one-time conversation. \n\nWe talked to our executive team and board of trustees about why APIs and real-time analytics were important. That proved to be incredibly helpful because our president really clicked with these concepts and every acquisition of technology, not just by me, but across the college. And with every new acquisition, he began to ask, “How does it integrate with the other solutions we already have?” That led us to rethink and adopt technologies that were API-driven and easy to integrate, so that we could put pieces together to do things we couldn't do before, which was great during the pandemic. Talking about architecture and the qualities of technologies was more beneficial than trying to get the business sold on one product’s ability to do something, because it leveraged us more in the future. We've had some missteps too, but the architecture solution has proven to be good going forward."},{"_id":"627d7a9ee8ecb20001f1916f","authorid":"","type":7,"state":0,"tag_ids":["621c9de121b4850001fc3362","621c9de121b4850001fc3367","621c9de121b4850001fc3363","621c9de121b4850001fc3364"],"tag_ids_v2":[],"departments":[11],"levels":[3],"text":"What do you think about Industry 4.0? 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What we are ultimately talking about is digital automation and transformations and it seems somewhat arbitrary to define that as starting with one event or ending with one. It began far before the microchip and will continue beyond the end of the nanochip. 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for the first time. We saw some competitors starting to set up these online platforms to execute transactions, so we decided to set up a work team. We sent them to a different site about 15 miles away from the corporate headquarters and told them, “You don't have to follow any of the rules. We've never done this before, so figure out what you want to do. You're not bound by anything that's going on here.”\n\nFor team morale, they had a huge fish tank at this site and they would take turns feeding the fish. When it was time to come back to corporate headquarters, they wanted to bring the tank back with them. The facilities people said, “No way are we putting a fish tank in here. You can tell them no right now.” It became a cultural jousting match, but we didn't end up moving the tank and the team was pissed. It had become the symbol of their freedom and we were taking them back into the corporate fold.\n\nThis e-commerce project wasn’t an IT-inspired idea. It was a competitive requirement and we recruited people from the IT group to support it. But the IT people that we put on that team had the greatest sense of job satisfaction that they’d ever experienced in their careers. Every morning they would have a scrum meeting where the marketing people would show them where sales were made on the e-commerce site the day before. The IT folks would then make coding changes to the site. They felt so viscerally engaged in the business process of selling the components, whereas the rest of the IT teams were three steps away from those transactions. The rest of the IT group was just in the background, helping the people that help the people that sell these products.","upvoters":[],"replies":[{"createdate":"2022-06-16T13:46:00.256Z","profileid":"5db87f8e12b5e2c97ee2bbf1","anonymous_author":null,"anonymous":false,"text":"People are more engaged in what they're doing when they can see the real world results instantaneously. There’s a company out of Denmark called Bang & Olufsen that makes TVs that cost as much as a car. If you go into their production line in Denmark, you could ask anyone what their part was and how that linked to the next person, and the next person and so on. They had the highest staff engagement of any business in that country, even with the lowest wages, because everyone knew that they played an important role.","upvoters":[],"replies":[]},{"createdate":"2022-06-16T13:46:11.683Z","profileid":"5c54c3a7d36e1d5c04ba9c9e","anonymous_author":null,"anonymous":false,"text":"Everybody wants to have input and likes to hear the feedback when their input is accepted and utilized in the operation or development of something. They may like the role they have, but when we can gain everybody's input and then be able to acknowledge publicly that a time-saving idea came from this person at the help desk, for example, that really adds to employee satisfaction.","upvoters":[],"replies":[]}]},{"createdate":"2022-06-16T13:46:23.631Z","profileid":"61476f39f5d558000103e201","anonymous_author":null,"anonymous":false,"text":"My staff have been more engaged when we’ve pursued interesting new endeavors. For those projects you could say that we're doing this because it's forward-looking, and that’s more meaningful to people than maintaining something because it's been in use for the last 22 years.","upvoters":[],"replies":[{"createdate":"2022-06-16T13:46:39.57Z","profileid":"5c7dd695d36e1d4fb55c6b5e","anonymous_author":null,"anonymous":false,"text":"Not only do you have to sell your business on your strategy, you also have to sell your people on your strategy, including what isn't part of your vision. If they can buy into the fact that you have a plan and that you're trying to take them somewhere, even if the direction is not 100% defined, it's a lot easier to get that buy-in and gain momentum to move forward on deliverables. Hyperion was probably the best company I ever worked for because everybody was aligned to what the company was doing. They were vested in the stock price and it felt like that company was in lockstep. ","upvoters":[],"replies":[]}]},{"createdate":"2022-06-16T13:46:51.62Z","profileid":"5c7dd695d36e1d4fb55c6b5e","anonymous_author":null,"anonymous":false,"text":"There are people who are happy with the status quo, but most people want the opportunity to do something new. When we talk about the Great Resignation and why people leave, besides pay, the two biggest things that come up are mobility and growth. People who are at the help desk don't want to be there forever because they feel like that's a thankless, dead-end job. 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and foremost, really work on your messaging and positioning. It’s easy to get enamored with the technology how instead of the strategic why - why is this important to them and why should they listen to you. If you can’t articulate that in a couple of minutes, you don’t want to go talk to a CIO.
Once you have that, it’s about finding the right warm introductions, or reaching out to meet if you’ll be at the same conference/event and just having a conversation. Hard selling doesn’t work. Find out what they are working on, what their priorities are, and then if applicable work it in. Take a trusted advisor approach instead of a cold email or call, which may work sometimes but certainly doesn’t scale.","upvoters":[{"profile_id":"5a552c90fb5e7e2ec837dc73","create_date":"2018-01-22T08:22:38.895Z"},{"profile_id":"5a56181bd36e1d21179d4a36","create_date":"2018-04-01T17:48:15.348Z"},{"profile_id":"5a57b251fb5e7e275e25885f","create_date":"2018-02-01T14:46:13.175Z"},{"profile_id":"5a57e9cffb5e7e573cab549e","create_date":"2018-01-14T09:15:28.516Z"},{"profile_id":"5a5a5da1fb5e7e5afab5cec4","create_date":"2018-01-15T05:30:41.788Z"},{"profile_id":"5d1c5a21d36e1d17d7d04ff9","create_date":"2021-05-30T16:36:27.673Z"},{"profile_id":"5c7dd695d36e1d4fb55c6b5e","create_date":"2021-06-02T22:00:31.168Z"},{"profile_id":"5f93b0e0d36e1d3e680c0f64","create_date":"2021-06-29T22:47:14.959Z"}],"replies":[{"createdate":"2018-01-11T01:26:42.433Z","profileid":"5a55421fd36e1d21179d4a2d","anonymous_author":null,"anonymous":false,"text":"Ditto on what Mike says. Be cautious on promises of delivery. As a startup, a CIO will know there are going to be issues. Be clear on your expected outcomes, offering a beta for free is nice, but it's not free. It carries time and people costs in the organization doing the beta as well as risks.","upvoters":[{"profile_id":"5a552c90fb5e7e2ec837dc73","create_date":"2018-01-14T01:13:35.799Z"},{"profile_id":"5cd57dcdd36e1d2d621be885","create_date":"2019-05-12T11:48:15.45Z"},{"profile_id":"5a57b251fb5e7e275e25885f","create_date":"2018-01-12T05:22:19.385Z"},{"profile_id":"5a592c3fd36e1d21179d4a50","create_date":"2018-01-14T14:46:29.042Z"},{"profile_id":"5a7097e0d36e1d2909fb755d","create_date":"2018-02-27T19:46:00.751Z"},{"profile_id":"5c79bd09d36e1d4fb55c6ad7","create_date":"2022-05-18T11:33:14.283Z"}],"replies":null}]},{"createdate":"2021-05-29T13:45:17.94Z","profileid":"60aeafa791be6c0001a13185","anonymous_author":null,"anonymous":false,"text":"I was tempted, and I finally accepted myncurrent position as CIO last year, yes amazing April 2020.\nI came from a corpo with morw than 35k employees, 7B earnings... Moving to a startup 1 year old? And... At that time I was 59?\nThere's always a dream, a view of a new path to creat, a way to feel free in a gfewn field where you can build your own world.\nThere's a land of opportunities, my best advise JUMP... It's amazing!","upvoters":[{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2021-05-29T22:59:43.367Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2021-05-31T04:59:43.706Z"}],"replies":[]},{"createdate":"2021-05-30T12:37:51.399Z","profileid":"5cc20396fdaa85cca81b49f9","anonymous_author":null,"anonymous":false,"text":"Spend time crafting the presentation to the specific CIO.\n\nDon’t used a canned PowerPoint.\n\nKnow what their pain points are and show how the product can fix that.\n\nAnd don’t waste time mentioning Gartner and their reports.","upvoters":[{"profile_id":"5c86a0d4d36e1d4fb55c6c82","create_date":"2021-05-30T15:43:22.759Z"},{"profile_id":"5d1c5a21d36e1d17d7d04ff9","create_date":"2021-05-30T16:36:33.28Z"}],"replies":[]},{"createdate":"2021-05-30T15:46:40.998Z","profileid":"5c86a0d4d36e1d4fb55c6c82","anonymous_author":null,"anonymous":false,"text":"Have some real case studies of implementation from time to purchase until real value is provided. So many times we here installed and are up and running in 2 months…. Technically true but then spend a year deployment to 200 sites and 100k people and really didn’t get value for 6-9 months…. And more months tuning…. Be realistic on timing and results","upvoters":[{"profile_id":"5c86a0d4d36e1d4fb55c6c82","create_date":"2021-05-30T15:46:47.734Z"}],"replies":[]},{"createdate":"2021-05-30T16:43:36.267Z","profileid":"5d1c5a21d36e1d17d7d04ff9","anonymous_author":null,"anonymous":false,"text":"I recently lost a significant chunk of a day while exploring new tools trying to find out how they work to understand if they would deliver on the problem I was trying to solve for one of my clients.\n\nTheir websites were beautifully laid out, there was a lot of content available, the what it did was clear. \n\nBut missing from all 6 of the ones I was looking at was a simple architecture diagram that would tell me how the tool worked in an offline mode. \n\nThis was necessary because the client has a product that is often run by their customers in an airgapped environment. \n\nI get that SaaS is not aimed at the tech department, but in a large enough company they will still be involved in the sign off process and the CIO will have an part to play in that process. \n\nThe CIO may not need to know how your underlying tech works, but someone who works for them will.","upvoters":[],"replies":[]},{"createdate":"2021-06-02T22:01:45.522Z","profileid":"5c7dd695d36e1d4fb55c6b5e","anonymous_author":null,"anonymous":false,"text":"Agree with Mike. I don't think the messaging is any different than a non-startup. What you are trying to sell, what's in it for the client and being able to prove the concept or vision are all the keys to a potentially rewarding sales cycle.","upvoters":[{"profile_id":"605b3caec3915a00016fe7f2","create_date":"2021-06-15T11:24:28.467Z"}],"replies":[]},{"createdate":"2021-06-03T12:25:23.793Z","profileid":"5aa7d53cd36e1d3a96bc5f2b","anonymous_author":null,"anonymous":false,"text":"In today's business market whether a start-up or an existing business. The draw should be the same. Culture, "Stability", Benefits, Is the position on the board or executive cabinet, compensation, etc. As the CIO, you should be the strategic arm of the organization. If you aren't, that's something to consider.","upvoters":[{"profile_id":"5d0ab80a8b1e4e9bb551a6c3","create_date":"2021-06-03T22:59:44.268Z"},{"profile_id":"60bf21cc9476c02e2031d17b","create_date":"2021-06-08T19:45:31.818Z"},{"profile_id":"60c73b0ea4a50f00014fb685","create_date":"2021-06-14T11:19:13.501Z"},{"profile_id":"605b3caec3915a00016fe7f2","create_date":"2021-06-15T11:24:20.097Z"}],"replies":[]},{"createdate":"2021-06-15T11:27:00.177Z","profileid":"605b3caec3915a00016fe7f2","anonymous_author":null,"anonymous":false,"text":"Agree to all the other Comments it should be no different. Unfortunately many startups struggle to define their business proposition, they have a great idea and have developed really cool technology, but have not spent enough time in defining the bottom line impacts for a company.","upvoters":[{"profile_id":"60c9c15c7e4c350001544622","create_date":"2021-06-16T09:17:16.092Z"},{"profile_id":"5f93b0e0d36e1d3e680c0f64","create_date":"2021-06-28T23:24:11.882Z"},{"profile_id":"60dc16bb9e6cf100018e5293","create_date":"2021-06-30T07:03:42.549Z"}],"replies":[]},{"createdate":"2021-06-29T04:10:16.386Z","profileid":"60da97181332b60001c88ce6","anonymous_author":null,"anonymous":false,"text":"We should meet a CIO,respecting his time, present our product, proving it has promising aims which can bring about many changes to technology.","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2021-06-29T10:59:42.911Z"},{"profile_id":"5c79bd09d36e1d4fb55c6ad7","create_date":"2021-06-30T16:59:45.683Z"},{"profile_id":"60ddcda8b4eb0f0001aeae8f","create_date":"2021-07-01T14:17:55.135Z"},{"profile_id":"60e1c74baee0940001950061","create_date":"2021-07-04T14:37:53.206Z"},{"profile_id":"605b3caec3915a00016fe7f2","create_date":"2021-07-04T23:46:25.65Z"}],"replies":[]},{"createdate":"2021-07-11T16:06:39.853Z","profileid":"5bbceb84d36e1d3da5dbe6f1","anonymous_author":null,"anonymous":false,"text":"Do your research. Please do not bombard me with requests to connect when a quick tour of a website will tell you you are barking up the wrong tree. 90% of the email I get from outside the organization goes straight to the trash bin.","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2021-07-11T22:59:43.1Z"},{"profile_id":"5f864cb5d36e1d301a9fcb82","create_date":"2021-07-13T01:02:31.125Z"}],"replies":[]},{"createdate":"2021-07-11T22:29:43.461Z","profileid":"5e73970dd36e1d55936e2531","anonymous_author":null,"anonymous":false,"text":"First, don't assume that the CIO is the penultimate target for your sales efforts. While that may have been the case in the past, it is less-so today for startups (specifically). As previous comments mentioned, do your homework and understand your place, you value and whom best to engage.","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2021-07-12T04:59:42.507Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2021-07-13T10:59:46.041Z"},{"profile_id":"5db87f8e12b5e2c97ee2bbf1","create_date":"2022-01-29T11:50:24.403Z"}],"replies":[]},{"createdate":"2021-08-16T16:35:42.575Z","profileid":"6118065aa57db50001ccea00","anonymous_author":null,"anonymous":false,"text":"1) Do some homework on understanding the organization (strategic roadmap) and organizational challenges (if publicly accessible)\n2) Use 2-3 use cases as an example to talk about the challenges your software solves \n3) Provide 1-2 references of similar sized companies within the body of the introductory email. \n4) Offering to have mutual connections speak to your product/offerings with the CIO is also very helpful.","upvoters":[{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2021-08-16T22:59:44.267Z"},{"profile_id":"603d4689570285000131b2b6","create_date":"2021-08-18T04:59:52.007Z"},{"profile_id":"605b3caec3915a00016fe7f2","create_date":"2021-08-20T15:51:49.995Z"},{"profile_id":"611e14bd640b5c00014ec833","create_date":"2021-08-21T06:43:51.489Z"},{"profile_id":"616b4f07b92ff40001b9bd57","create_date":"2021-12-01T16:49:23.248Z"}],"replies":[]},{"createdate":"2021-12-19T20:48:06.926Z","profileid":"5c532adad36e1d43979d497e","anonymous_author":null,"anonymous":false,"text":"Try to find out the top 3-5 problems the CIO is concerned about . Are you solving one of those problems. CIOs know they cannot solve all the problems at the same time. So they prioritize. They talk about it very often. So startups need to listen well to the CIO, CEO and other executives and find out those top few problems.","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2021-12-20T04:59:42.768Z"},{"profile_id":"5cd57dcdd36e1d2d621be885","create_date":"2021-12-20T15:24:12.935Z"},{"profile_id":"61fc9ab5ced2100001d37dc3","create_date":"2022-02-08T06:10:10.017Z"}],"replies":[{"createdate":"2022-01-17T01:13:12.861Z","profileid":"5ee16b89d36e1d51e7cf06e2","anonymous_author":null,"anonymous":false,"text":"And please, DO NOT call the CIO and ask them what their top 3-5 problems are.","upvoters":[{"profile_id":"5a5ed50cd36e1d61d859208e","create_date":"2022-01-17T10:59:42.496Z"},{"profile_id":"603d4689570285000131b2b6","create_date":"2022-01-18T16:59:42.524Z"},{"profile_id":"61fc9ab5ced2100001d37dc3","create_date":"2022-02-08T06:09:44.417Z"},{"profile_id":"620b70e562954e0001b6b55e","create_date":"2022-02-16T03:49:51.819Z"}],"replies":[]},{"createdate":"2022-01-17T09:13:56.394Z","profileid":"618caef9ab27070001f596f6","anonymous_author":null,"anonymous":false,"text":"Also these problems are core issues focused around business or customer experience and solving one problem have chain affect as well which changes the way other problems are looked at.. So selecting that one problem plays a critical role .","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2022-01-17T16:59:42.684Z"},{"profile_id":"5c636311d36e1d4659892133","create_date":"2022-01-18T22:59:52.026Z"}],"replies":[]}]},{"createdate":"2022-01-17T04:38:52.369Z","profileid":"60bbedf52ccdb60001be800e","anonymous_author":null,"anonymous":false,"text":"Understand their specific environments and needs which can often be distilled based on their postings on social media and forums.","upvoters":[{"profile_id":"5d0ab80a8b1e4e9bb551a6c3","create_date":"2022-01-17T10:59:43.118Z"},{"profile_id":"603d4689570285000131b2b6","create_date":"2022-01-19T16:59:47.608Z"},{"profile_id":"61eed2544267680001b03221","create_date":"2022-01-24T16:24:02.75Z"}],"replies":[]},{"createdate":"2022-01-25T16:29:37.202Z","profileid":"61f00c9c4267680001b043c9","anonymous_author":null,"anonymous":false,"text":"Firstly, don't connect on Linkedin and immediately try to sell. I have so many approaches like this and not enough time to respond to them. Rather, learn about the target business and person. Identify their real pain points, then develop a relationship. Demonstrate the value you bring.\n\n\nIf you can't be bothered to learn about me, I'm not going to be bothered to start learning about you, especially when my days are full.","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2022-01-25T22:59:42.828Z"},{"profile_id":"5c79bd09d36e1d4fb55c6ad7","create_date":"2022-01-28T10:59:45.784Z"},{"profile_id":"5db87f8e12b5e2c97ee2bbf1","create_date":"2022-01-29T11:49:12.048Z"},{"profile_id":"61f57b304015c600014da53c","create_date":"2022-01-29T17:37:40.388Z"},{"profile_id":"61f00c9c4267680001b043c9","create_date":"2022-02-03T18:40:26.531Z"},{"profile_id":"6030a9a4760f9e000157b383","create_date":"2022-03-04T11:11:31.966Z"}],"replies":[]},{"createdate":"2022-01-31T15:56:16.006Z","profileid":"61f54abe4015c600014da029","anonymous_author":null,"anonymous":false,"text":"I can tell you what doesn't work.\n1. Tons of email communications\n2. Putting a read receipt on your email communications\n3. Calling utilizing a local number for calling ID, but then providing a completely different number in your voicemail. (how am i going to trust you if i can't even trust where you are calling from)\n4. Having your product half baked, but selling it as a complete solution.\n\n\nWord of mouth goes a long ways, so get your product solidified, get some beta testers, provide agressive pricing and gain adoption.","upvoters":[{"profile_id":"61f54abe4015c600014da007","create_date":"2022-01-31T19:01:13.363Z"},{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2022-01-31T22:59:42.79Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2022-02-02T04:59:47.699Z"},{"profile_id":"60bbd8d448b3050001e3ae3f","create_date":"2022-02-11T13:31:27.678Z"},{"profile_id":"6202b4bdb641a40001546e93","create_date":"2022-02-11T23:47:18.02Z"}],"replies":[]},{"createdate":"2022-02-12T21:11:09.184Z","profileid":"5bcb5c7c4041a4d772c741d5","anonymous_author":null,"anonymous":false,"text":"To sell CIO tech/solutions? Know my business and what I need it sell it succinctly without endless ‘can I get 10 minutes to hear about your struggles’ requests.\n\nTo sell a CIO on a job to a startup away from an established business? Opportunity for greenfield, fresh start, no legacy tech debt, build ground-up best practice.","upvoters":[{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2022-02-13T04:59:44.042Z"}],"replies":[]},{"createdate":"2022-02-14T10:12:35.751Z","profileid":"61ff821ccbe9660001b5d122","anonymous_author":null,"anonymous":false,"text":"Product, Roadmap, Investment Summary, Technology details, People Power to boost Sell.\n\n\n1.Differentiator Value will be THE DISTINCTIVE Advantage for any Startup.\n2.One more point that is asked HOW IS IT MADE A DIFFERENCE in our day to day lives.\n3.REVENUE GENERATED AND GROWTH will spell more details on plan.\n4. INNOVATION in thinking and maturing products as things proceed.\n\n\n\n","upvoters":[{"profile_id":"5c7f5742d36e1d4fb55c6b95","create_date":"2022-02-14T16:59:43.057Z"},{"profile_id":"5f527999d36e1d4d0b401447","create_date":"2022-02-15T22:59:45.501Z"},{"profile_id":"5c636311d36e1d4659892133","create_date":"2022-02-16T19:33:29.793Z"},{"profile_id":"620d9b1962954e0001b6e37f","create_date":"2022-02-17T10:38:52.295Z"},{"profile_id":"5b4d45d6d36e1d1f452a6d5e","create_date":"2022-02-18T06:11:12.395Z"},{"profile_id":"605b3caec3915a00016fe7f2","create_date":"2022-02-19T18:06:05.384Z"},{"profile_id":"62119672eccfb60001f14c8a","create_date":"2022-02-20T06:16:32.617Z"},{"profile_id":"61f3e50d810beb000105c6c4","create_date":"2022-02-21T07:32:17.253Z"}],"replies":[]},{"createdate":"2022-02-21T15:40:07.393Z","profileid":"5cf6cf39d36e1d610c467245","anonymous_author":null,"anonymous":false,"text":"Understand the challenge at hand\nFocus on partnership not sale\nDeliver Immediate business value\nProduct toadmap delivering longer term agility and value increase\nAttractive entry pricing\nPartner-type customer service","upvoters":[{"profile_id":"5c7f5742d36e1d4fb55c6b95","create_date":"2022-02-23T04:59:45.244Z"}],"replies":[]},{"createdate":"2022-02-25T06:19:50.225Z","profileid":"62172ebcddd59600019bbfe8","anonymous_author":null,"anonymous":false,"text":"I’ve partnered with a lot of startup solution providers. What has motivated me is the partnership motivation to grow together, flexibility to customise, access to top management, value-price which makes sense.","upvoters":[{"profile_id":"618caef9ab27070001f597a3","create_date":"2022-02-25T11:10:32.434Z"},{"profile_id":"5eebec1020f9b9b81713fa18","create_date":"2022-02-25T16:59:47.989Z"},{"profile_id":"603d4689570285000131b2b6","create_date":"2022-02-26T22:59:45.558Z"}],"replies":[]},{"createdate":"2022-03-04T11:20:07.259Z","profileid":"6030a9a4760f9e000157b383","anonymous_author":null,"anonymous":false,"text":"There is a sales activity that ideally should end up with getting time on the CIO’s calendar. That should be used as an opportunity for gathering inputs and giving a glimpse into your capability.\n\nIf this meeting is a success there would be a follow up that can lead to further discussions and detailing of an area to focus on and potentially a POC/POV. \n\nDeliver on the POC/POV and that would ensure you have a foot in the door and trust and relationship can be built. \n\nBasic principles of sales, marketing , delivery, quality all remain in place .","upvoters":[{"profile_id":"5c7f5742d36e1d4fb55c6b95","create_date":"2022-03-04T22:59:44.626Z"},{"profile_id":"603d4689570285000131b2b6","create_date":"2022-03-06T04:59:46.879Z"}],"replies":[]},{"createdate":"2022-03-06T20:06:24.245Z","profileid":"6224b9ef448b270001f3c14a","anonymous_author":null,"anonymous":false,"text":"Figure out how to separate yourself from all the other products, emails, messages and phone calls we get. Tell us how you are approaching the industry differently than your competition. Personally, I don't mind getting in on the ground floor of a start-up, however I need to know why I would take that risk. \n\nFor example, 4 years ago, Snowflake approached me while at a Wall Street firm. They presented something that was a difference maker compared to all the other platforms available. We included them in our decision round and ultimately chose them as our strategic data warehouse platform. \n\nIf your sales approach as a start-up is the same as every other company in your space, prepared to get lost in the sea of providers. ","upvoters":[{"profile_id":"5a6cc2e0d36e1d5bc4265fa2","create_date":"2022-03-07T04:59:43.055Z"},{"profile_id":"5c79bd09d36e1d4fb55c6ad7","create_date":"2022-03-08T10:59:46.092Z"},{"profile_id":"62262bbb39a1b10001bfbf5f","create_date":"2022-03-08T16:48:41.866Z"}],"replies":[]},{"createdate":"2022-05-16T23:29:16.264Z","profileid":"6076d6001365f000019538e7","anonymous_author":null,"anonymous":false,"text":"Outline the business problem you are trying to solve and then how your solution will solve it. In most instances there is seeking a solution to a business problem or opportunity that could be exploited to improve the business outcomes. If you are just trying to sell the technology then it wont get very far.","upvoters":[{"profile_id":"62833bcb68e09f00013b367a","create_date":"2022-05-17T06:09:48.653Z"}],"replies":[]},{"createdate":"2022-05-18T03:59:49.847Z","profileid":"60bbedf52ccdb60001be800e","anonymous_author":null,"anonymous":false,"text":"Make a product very easy to test and use without complex licensing contracts and deployment procedures.","upvoters":[],"replies":[]}],"reward":{"threshold":0,"threshold_amount":0,"threshold_met":false,"amount_min":0,"amount_max":0,"amount_multiplier":0,"amount_display":""},"last_updated":"2022-06-16T14:35:24.634Z","intro":"","target_audience":{"company_sizes":null,"industries":null,"titles":null,"geography":null},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Anonymous user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"fontawesome:user-secret","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","level":0,"titledisplay":"","title_override":"","pulsepoints":0,"contribution_points":0,"numresponses":0,"numcomments":0,"accounts":[],"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"views":{"count":0,"last_count_notified":0},"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"metadata":[],"has_pod_access":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"social_media":{"linkedin_url":"","twitter_url":""},"work_email":"","accepted_terms_and_condition_id":"","last_terms_and_conditions_accepted_on":"0001-01-01T00:00:00Z","accepted_privacy_policy_id":"","last_privacy_policy_accepted_on":"0001-01-01T00:00:00Z","accepted_unified_terms_id":"","unified_terms_accepted_on":"0001-01-01T00:00:00Z","verification_state":0,"verification_owner":"","verification_state_reason":"","is_publicly_visible":false,"is_public_visibility_set_by_user":false,"last_pi_sync_time":"0001-01-01T00:00:00Z","is_post_pi_integration":false,"gartner_client_election_made":false},"views":20717,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","parent":null,"product_question_type":0,"num_comments":25,"last_activity":["6290c718699f9bc92dd11a3c","6290de91699f9bc92dd5bb19","62ab3fac699f9bc92d3e7308"],"featured_profiles":["5b7335edd36e1d42ea091ca7","5c532adad36e1d43979d497e","6118065aa57db50001ccea00"],"is_saved":false,"tags":[{"_id":"621c9de121b4850001fc3367","name":"Disruptive & Emerging Technologies","description":"","type":0,"slug":"disruptive-and-emerging-technologies","image_url":"","aliases":[],"parent_id":"","version":2,"following":false}],"typeslug":"post","topComment":"First and foremost, really work on your messaging and positioning. It’s easy to get enamored with the technology how instead of the strategic why - why is this important to them and why should they listen to you. If you can’t articulate that in a couple of minutes, you don’t want to go talk to a CIO.
Once you have that, it’s about finding the right warm introductions, or reaching out to meet if you’ll be at the same conference/event and just having a conversation. Hard selling doesn’t work. Find out what they are working on, what their priorities are, and then if applicable work it in. Take a trusted advisor approach instead of a cold email or call, which may work sometimes but certainly doesn’t scale."},{"_id":"62ab34a6efbb1700012765aa","authorid":"","type":7,"state":0,"tag_ids":["621c9de121b4850001fc3377","621c9de121b4850001fc3367","621c9de121b4850001fc340b"],"tag_ids_v2":[],"departments":[11,13],"levels":[3],"text":"Has your organization ever been quick to capitalize on an emerging technology? Which ones was it late to adopt?","short_text":"","slug":"organization-ever-quick-to-capitalize-emerging-technology-ones-was-it-late-to-adopt","upvoters":[],"comments":[{"createdate":"2022-06-16T13:49:01.856Z","profileid":"61476f39f5d558000103e201","anonymous_author":null,"anonymous":false,"text":"When I was at Vassar college, we jumped into virtual worlds and Second Life very early on. We had some faculty who were interested in it, but not in the social aspects; we were interested in using it as a place to model things that you couldn't readily build in the real world. One member of my team recreated the entire Sistine Chapel in Second Life to scale, which got a lot of recognition. We had school kids from all over the U.S. and around the world visit it. Their teachers happened to be into virtual worlds, so they’d bring their kids and show them how to zoom in to see all the images up-close. But he also found that there are tapestries by Rafael that they display in the Sistine chapel very rarely because they're sensitive to light. He was able to find those and put them into the same space so that you'd be able to view them. \n\nI don't think it did much to our organization; it's not like Vassar needed name recognition to attract students or anything, but it did allow us to have some interesting conversations with other higher education institutions about the role of immersive virtual technologies. We discussed what experiences they could offer that schools couldn't provide in the real world. There were psychology faculty who did experiments, and there were other interesting ideas that never quite caught on, but remnants of them moved forward. It was an expensive time sink to do something clever that had a half-life of about three or four years, but it was something we looked at. ","upvoters":[],"replies":[]},{"createdate":"2022-06-16T13:49:51.626Z","profileid":"5c7dd695d36e1d4fb55c6b5e","anonymous_author":null,"anonymous":false,"text":"When I was at Columbia, we were very early to the cloud. We didn't know it was the cloud when we were doing that, we were just starting to move things off premise. By 2015, we had already put in Canvas and Slate, which were leveraging a data center that was not our own at that point.\n\nWhen I first walked into my current environment, I didn't have a cloud strategy, a data warehouse or even a security team. So in terms of basic blocking and tackling, there were a lot of missed opportunities for any kind of technology in the space. We can all argue about how many security tools there are and how valuable each may be, but to not have anything was a missed opportunity. I'm thankful that our budget was good last year and I found neat products that closed a lot of gaps. \n\nOrganizationally, this might be a combination of technology but also a criticism of IT in general. We used a very operational model: If things weren't "really broken," nobody fixed it. But they never made the organizational opportunity to strategically look at problems differently and find technologies to solve them. When you put the right pieces in place, people say, "Wow, how'd you clean up all that junk?" But getting technology that works and is right for your organization makes a big difference.","upvoters":[{"profile_id":"61476f39f5d558000103e201","create_date":"2022-06-16T14:01:02.363Z"}],"replies":[]},{"createdate":"2022-06-16T13:50:04.258Z","profileid":"5ee3e7d0d36e1d6799ff34e3","anonymous_author":null,"anonymous":false,"text":"I was involved in a company where there were opportunities to take all of our data center infrastructure and move it into the cloud. I sent folks up to Seattle to get AWS training and we did a couple prototypes. There was a lot of resistance. We were maintaining about 400 customer-facing systems that delivered different kinds of information-based products. In an information services company, it was difficult to make that transition and get the product teams to embrace the cloud from a business model perspective. But I’ve never worked in a company that was ahead of the game when it came to leveraging state-of-the-art data technologies.\n\nPeople would talk about how important data was, but there's an upfront investment that you have to put into worrying about data quality and other fundamentals. You're not going to see great business results from that for one to three years. I haven't been involved in a company that was farsighted enough to say, "Take some money, clean up the data, get us some state-of-the-art BI ML modeling tools, and let's start talking about predictive analytics that will help drive this business."","upvoters":[],"replies":[{"createdate":"2022-06-16T13:50:24.772Z","profileid":"61476f39f5d558000103e201","anonymous_author":null,"anonymous":false,"text":"Did not doing that burn those companies, or did it just prevent them from accelerating and capitalizing?","upvoters":[],"replies":[]},{"createdate":"2022-06-16T13:50:42.938Z","profileid":"5ee3e7d0d36e1d6799ff34e3","anonymous_author":null,"anonymous":false,"text":"It was more of a missed opportunity than anything else. I don't know if there was a competitor that emerged, but a lot of them got there eventually. I just couldn't make the case to accelerate movement in that direction.","upvoters":[],"replies":[]}]},{"createdate":"2022-06-16T13:50:56.164Z","profileid":"5c54c3a7d36e1d5c04ba9c9e","anonymous_author":null,"anonymous":false,"text":"When Pricewaterhouse was doing a lot in management consulting services, I was helping their clients with technology, which was mostly mainframe computing — IBM mainframe, McCormack and Dodge MSA. Those were the basic ERP systems but they weren't even ERP; they were just general ledgers for accounts payable, accounts receivable and report writing. Around 1986, Pricewaterhouse recognized a product out of Germany called SAP. They made an investment in teaching everybody in consulting services how to implement it, first on the mainframe, and then when SAP released a few years later, the R3 solution, which was their first client-server platform.\n\nSo it wasn't that Pricewaterhouse implemented SAP to run its own business, but it was looking at technology to solve business problems, and anticipating what might be a key differentiator in the future. The other company doing this at the time was Anderson Consulting, which eventually became Accenture. Pricewaterhouse and Anderson Consulting were the two companies that dove into that head-first and it changed the whole playing field for both businesses.","upvoters":[],"replies":[]}],"reward":{"threshold":0,"threshold_amount":0,"threshold_met":false,"amount_min":0,"amount_max":0,"amount_multiplier":0,"amount_display":""},"last_updated":"2022-06-16T13:50:57.144Z","intro":"","target_audience":{"company_sizes":[],"industries":[],"titles":[],"geography":[]},"anonymous":true,"anonymous_author":{"_id":"","firstname":"","lastname":"","displayname":"Scrambled user","email":"","other_emails":[],"phone":"","last_updated":"0001-01-01T00:00:00Z","first_seen":"0001-01-01T00:00:00Z","last_seen":"0001-01-01T00:00:00Z","last_contacted":"0001-01-01T00:00:00Z","unread_data":{"badges":null,"push_date":"0001-01-01T00:00:00Z","queried_date":"0001-01-01T00:00:00Z","marked_as_read":null},"slug":"","pic":"","pic_font":"","locale":"","timezone":0,"claimed_profile_id":"","skills":null,"badge_status":0,"industries":null,"department":0,"departments":{"ids":null,"last_updated":"0001-01-01T00:00:00Z"},"company_size":0,"company_name":"","level":0,"titledisplay":"","title_override":"","pulsepoints":0,"contribution_points":0,"numresponses":0,"numcomments":0,"accounts":[],"onboarding_status":null,"fre_status":null,"onboarding":false,"long":"","lat":"","country":"","city":"","state":"","groups_membership":null,"sources":null,"premiumness":0,"views":{"count":0,"last_count_notified":0},"gifts":null,"device_push_tokens":null,"reports_unlocked":false,"customer":false,"loggedin_pcc":false,"metadata":[],"has_pod_access":false,"today_customer":{"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"today":{"fre_shown":false,"last_seen":"0001-01-01T00:00:00Z","feed":{"content":null,"whitepapers":null}},"social_media":{"linkedin_url":"","twitter_url":""},"work_email":"","accepted_terms_and_condition_id":"","last_terms_and_conditions_accepted_on":"0001-01-01T00:00:00Z","accepted_privacy_policy_id":"","last_privacy_policy_accepted_on":"0001-01-01T00:00:00Z","accepted_unified_terms_id":"","unified_terms_accepted_on":"0001-01-01T00:00:00Z","verification_state":0,"verification_owner":"","verification_state_reason":"","is_publicly_visible":false,"is_public_visibility_set_by_user":false,"last_pi_sync_time":"0001-01-01T00:00:00Z","is_post_pi_integration":false,"gartner_client_election_made":false},"views":22,"source":"","channel_slug":"","test":false,"parent_type":0,"parent_id":"","parent_slug":"","parent":null,"product_question_type":0,"num_comments":4,"last_activity":["62ab34ff699f9bc92d3b9d9b","62ab350c699f9bc92d3ba235","62ab3541699f9bc92d3bb3e2"],"featured_profiles":["61476f39f5d558000103e201","5ee3e7d0d36e1d6799ff34e3","5c7dd695d36e1d4fb55c6b5e"],"is_saved":false,"tags":[{"_id":"621c9de121b4850001fc3377","name":"IT Strategy & Roadmap","description":"","type":0,"slug":"it-strategy-and-roadmap","image_url":"","aliases":[],"parent_id":"621c9de121b4850001fc335d","version":2,"following":false},{"_id":"621c9de121b4850001fc3367","name":"Disruptive & Emerging Technologies","description":"","type":0,"slug":"disruptive-and-emerging-technologies","image_url":"","aliases":[],"parent_id":"","version":2,"following":false},{"_id":"621c9de121b4850001fc340b","name":"Internal CXO Relationships","description":"","type":0,"slug":"internal-cxo-relationships","image_url":"","aliases":[],"parent_id":"621c9de121b4850001fc336b","version":2,"following":false}],"typeslug":"post","topComment":"When I was at Vassar college, we jumped into virtual worlds and Second Life very early on. We had some faculty who were interested in it, but not in the social aspects; we were interested in using it as a place to model things that you couldn't readily build in the real world. One member of my team recreated the entire Sistine Chapel in Second Life to scale, which got a lot of recognition. We had school kids from all over the U.S. and around the world visit it. Their teachers happened to be into virtual worlds, so they’d bring their kids and show them how to zoom in to see all the images up-close. But he also found that there are tapestries by Rafael that they display in the Sistine chapel very rarely because they're sensitive to light. He was able to find those and put them into the same space so that you'd be able to view them. \n\nI don't think it did much to our organization; it's not like Vassar needed name recognition to attract students or anything, but it did allow us to have some interesting conversations with other higher education institutions about the role of immersive virtual technologies. We discussed what experiences they could offer that schools couldn't provide in the real world. There were psychology faculty who did experiments, and there were other interesting ideas that never quite caught on, but remnants of them moved forward. It was an expensive time sink to do something clever that had a half-life of about three or four years, but it was something we looked at. "}]
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