Hakan Altintepe
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Opinions expressed by ICN authors are their own.
Hakan Altintepe is the owner of Technology for Alpha LLC. He is a technology strategy and digital transformation adviser to senior executives at leading financial services companies. For 20 years, he has focused on maximizing the business value of technology. Before starting his own firm, he worked at Accenture, a global technology consulting and services company, and A.T. Kearney, a global operations strategy firm.
Hakan specializes in operating model design, technology financial management, workforce transformation, process re-engineering, operations strategy and strategic sourcing. His current thought-leadership focus includes digital enterprises, agile at scale, product management culture, efficiency and change enablement.
Hakan holds an MBA from Carnegie Mellon University, an M.A.Sc. in electrical engineering from the University of Ottawa, and a B.A.Sc. in electrical engineering from Bosporus University in Istanbul.
The opinions expressed in this blog are those of Hakan Altintepe and do not necessarily represent those of IDG Communications Inc. or its parent, subsidiary or affiliated companies.
Digital transformation needs an effective IT strategy
To lift IT performance from “bad” to “good,” conventional strategies, stricter cost controls and increased governance may suffice. However, to become “great”, CIOs need to innovate the way they manage technology during digital...
IT effectiveness – Everyone’s desire, yet no one’s mandate
Technological innovations have been the primary driver of digital transformation until now. To maintain the momentum, digital transformation needs a corresponding wave of innovations in technology management. IT effectiveness is the...
IT effectiveness – the engine of digital transformation – is ailing. Why?
More than one-fifth of IT effort is potentially wasted on technology outputs that are never used, up to forty percent of business opportunities may be missed due to delays, and outdated management practices tax the IT workforce...
Advancements in project portfolio management of technology investments
If you are responsible for managing portfolios of technology programs and projects, your success in maximizing business outcomes with finite resources is vital to your company’s future in a digital world. New management techniques can...
How to narrow the CMO-CIO divide
In the absence of common performance metrics linked to business outcomes, “who should own IT?” is a debate about authority without accountability.
Is enterprise IT misbehaving?
Behavioral economists have long discovered that the human beings are predictably irrational. Can their findings help us better understand, and manage, the system behavior of enterprise IT?
Is technology spending a cost of doing business or a source of alpha?
A modern-day IT strategy should strive to get an IT organization out of its efficiency and reliability comfort-zone, and elevate its business relevancy through continuous improvement in productivity, throughput and measurable business...
What to make of enterprise IT in a digital world?
The monopoly of enterprise IT on corporate technology spending is diminishing, but not necessarily for the right reasons.
The pain of legacy-to-digital transformation is an epidemic
How can the traditional IT organizations remain business relevant while the business IT divide remains, the shadow IT spending increases, and the third-party providers increase their share of the enterprise IT spend? Lean IT has the...
Is the business-IT gap intentional?
IT and business executives must decide whether to transform the way their organizations interact. Maintaining the status quo may feel safe, but it’s risky. To determine if the relationship has reached a tipping point, ask two...
A call for action -- the renaissance of enterprise IT
During the time of transition from industrial-age to digital-age practices, what the business needs most is a renaissance of enterprise IT. This is an exceptional opportunity, a call for action, for CIOs and CDOs to spearhead the...
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