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 »June 01, 2005 — CIO —
-Cambridge Dictionary of American English Oscar Wilde wrote, "The cynic knows the price of everything and the value of nothing," and today, within far too many businesses, his aphorism aptly describes the problem with the perception of IT. Those who doubt IT’s value (and rail against its cost) are everywhere—in the boardroom, among the CXO ranks, heading up business units and among the end users. True, CIOs are making tremendous strides toward boosting IT’s credibility. Many are overseeing a balanced portfolio of IT work and practicing good project management. Some have figured out how to run their IT shops like disciplined businesses. And plenty of IT chiefs have a seat at the executive table. But data from our new survey, "Turning IT Doubters into True Believers," indicates that the business side’s take on IT is still less than stellar. Even among companies with a solid reputation in the IT community, the average business perception of IT’s value is an unimpressive 6.05 on a scale of one to 10 (with one being extremely negative and 10 being extremely positive). The biggest complaints? IT costs too much. It takes too long to deliver benefits or doesn’t deliver them at all. IT is a commodity that fails to deliver differentiation. It doesn’t line up with business strategy. In many cases, these perceptions of IT are misperceptions, based on a lack of understanding or awareness. Not that that matters. "When you get to a certain level in an organization, perception is reality," says George Tillmann, vice president and CIO of Booz Allen Hamilton, a $3.1 billion management and IT consultancy. "You can argue [that it’s unfair] til you’re blue in the face, but it really won’t get you anywhere." Because people act on their perceptions, whether valid or not, a negative view of IT can have real consequences for the organization. Most notably, according to survey participants, companies that value IT less miss out on opportunities for innovation and growth and, ironically, spend IT dollars inefficiently. "If a business doesn’t believe in IT and doesn’t believe that investing in IT is a choice that will produce results, they can put themselves at a competitive disadvantage" to companies that believe in IT and do invest, says Michael Gerrard, vice president at Gartner. The good news is that CIOs can change how the business perceives IT and its value. Using a combination of measurement and communication practices, along with alignment-enhancing moves, CIOs can turn adversaries into allies and doubters into true believers—that is, businesspeople who regard IT as a strategic partner capable of delivering high value to the enterprise. The CIO’s success depends on it. "You absolutely have to have people that believe in you," says Dave Holland, CIO of Genesys Health System.per•cep•tion
n. a thought, belief or opinion, often held by many people and based on appearances.