Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
Webcast: In the Google Apps Cloud: How to Achieve Your Business Objectives
Dec 3rd, '09, 1 - 2 pm US/Eastern (GMT-5)
Join Council member Brent Hoag, Director, Global IT, at JohnsonDiversey, as he discusses the adoption of Google Apps which has helped meet four corporate goals; sustainability, simplification, increased employee productivity and global collaboration.
Webcast: Collaboration Initiatives: Benchmarks & Best Practices
Dec 15th, '09, 4 - 5 pm US/Eastern (GMT-5)
Join Council members Ruth Thorpe, VP & CIO at the U.S. Pharmaceutical Operations of Sanofi-Aventis, and Gary Kuyper, CIO at Bethany Christian Services, as they speak about their collaboration initiatives and experiences in how and why they chose the social networking and collaboration tools they are using and their business goals for collaboration, and facing culture change challenges.
Data Overview: Collaboration Initiatives Field Guide: Benchmarks & Best Practices
This appendix to the Council Field Guide provides an analysis which discusses benchmarks for collaboration IT implementation costs, adoption rates and payoffs. The overview identifies top IT and business goals and satisfaction rates for collaboration initiatives as well as best practices and lessons learned for implementing collaboration IT.
Learn more about the CIO Executive Council »October 15, 2006 — CIO —
Many dotcom-era business plans based on “virtual community” crashed and burned. But some companies today have discovered that online communities for customers not only provide business value but also become a critical component of their customer relations, R&D and marketing efforts. That’s one key piece of consultant Patricia Seybold’s new book, Outside Innovation, which posits that companies need to engage customers in more innovative ways to help redesign products, improve processes and test business models.
The author of Customers.com and The Customer Revolution goes into great detail—using dozens of case studies from heavyweights such as Staples and Kraft, and lesser-knowns such as Koko Fitness—to get executives to wake up to her main point: The traditional company-customer relationship (“We develop products for our customers”) has flipped, and those who ignore this reality do so at their own peril.
This line of thinking requires a level of openness simply not found in many enterprises today—a faith that customers’ passion for your products and services will translate into revolutionary product developments and efficiency for you. In a sense, it’s R&D on the cheap.
Seybold’s examples are noteworthy for their innovations and financial returns.
Of course, companies can’t handpick customers, especially ones who want to strut their stuff for the company, so it’ll take a lot of work to vet the good from the bad, hammer out the relationship details and find suitable rewards for customers’ efforts. Much more work, it seems, than many firms are willing to put forth, Seybold says.