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164 results

Executive Summary: Reimagining IT: The 2011 CIO Agenda

1 January 2011

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Modest budget growth and growing legacy requirements have forced CIOs and IT to make heavy operational commitments. New lighter-weight technologies and IT models enable CIOs to reimagine IT and focus on two objectives that elude many IT organizations: growth and strategic impact. ...

Analyst(s): Mark P. McDonald Dave Aron

Executive Summary: Leading People Through Periods of Unplanned Demand

1 February 2011

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CIOs must develop strategies to respond to the spikes in unplanned demand that plague IT. With IT environments becoming leaner, this means sustaining critical priorities while adapting to additional work requirements. The problem for many CIOs is that they may already be operating ...

Analyst(s): Heather Colella Diane Berry

Executive Summary: Optimizing IT Assets: Is Cloud Computing the Answer?

1 February 2011

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Changing markets and new technology are raising the bar on IT asset performance. Approaching IT asset investment as a planned journey allows CIOs to optimize their investment decisions. This report addresses the question, What are CIOs doing to optimize their IT assets? “Optimizing ...

Analyst(s): Andy Rowsell-Jones Barbara Gomolski

Executive Summary: A Different Theory of the Firm and IT: Comprehensive Value and Dynamic Capabilities

1 April 2011

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If you were creating a company from scratch, would you immediately copy the processes, practices and structures of today’s enterprises, or would you do something different? Either way, you would start with the need to create value, but then the idea of value may change, broadening ...

Analyst(s): Mark P. McDonald Jeffrey Cole

Executive Summary: Don't Waste a Crisis: Becoming an Engaged IT Organization

1 March 2011

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A crisis can strike anytime. IT organizations focused solely on supplying expected services cannot react to a crisis quickly or effectively, and so they risk becoming commoditized or obsolete. The business-engaged IT organization, however, uses a crisis as an opportunity to help ...

Analyst(s): Patrick Meehan Leigh McMullen Jacques Begin

Executive Summary: Masters of Innovation: What CIOs Can Learn From the World's Best Innovators

1 May 2011

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It’s long been known that innovation is not achieved through business-as-usual practices. Yet a majority of enterprises still struggle to support it. This report studies master innovators—individuals who create breakthrough results through serial innovation—and analyzes how CIOs ...

Analyst(s): Mary Mesaglio Dave Aron Cristina Lazaro

Executive Summary: Benefits Realization: The Gift That Keeps On Giving

1 September 2011

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The only reason to make business investments, including IT-intensive ones, is to generate business value (the benefits). But most enterprises and their IT organizations have weak benefits realization practices. This weakness is becoming more of an issue as IT-intensive investments ...

Analyst(s): Dave Aron Michael Smith

Executive Summary: Managing Strategic Partnerships

1 June 2011

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To support business value and innovation-focused initiatives, CIOs are expanding their use of partnerships as they conduct traditional run-the-business activities. The increased complexities inherent in these partnerships, which generate high business value, cannot be effectively ...

Analyst(s): Partha Iyengar Heather Colella William R. Snyder

Executive Summary: Capturing Business Value From Mass-Market Mobile Technologies

1 August 2011

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The “consumerization” of IT with mobile devices and their ecosystem of applications—what this report calls “mass-market mobility”—has gone into overdrive. CIOs need to focus on how these devices drive innovation and create business value, carefully balancing device and data control ...

Analyst(s): Andy Rowsell-Jones Nick Jones Monica Basso

CIO Power Politics Executive Summary

1 October 2011

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Leadership and power go hand in hand. CIOs often have significant positional power, yet typically they must deal with an array of enterprise stakeholders with equal or superior power. Many CIOs view power as inherently negative, rather than as an asset essential to strong leadership. ...

Analyst(s): Tina Nunno Heather Colella