From rock star analyst to chief strategy officer for ERP vendor Infor, Bruce Richardson's had quite a ride this year. He recently gave CIO.com's Thomas Wailgum a peek at what Infor has up its sleeve next.
It's a battle IT leaders have been waging for years: At some companies, CEOs still think IT should report to the head bean counter. A debate among CIOs on this topic has created some valuable food for thought.
Allowing access to social networking sites can open businesses up to a plethora of security risks. The key to success, Forrester Research says, is a strong acceptable use policy. Here's how to craft one.
An enterprise social media rollout may seem daunting, but a new Forrester Research report recommends four key steps to help it go smoothly. Also, can a CIO use social media to create business advantages?
It's nearly impossible to govern vendors effectively if you haven't included the appropriate terms and requirements into selection and contracting, says Forrester's Patrick Connaughton. Here, he shares the key points that your vendor management experts should be delivering on to the business.
As IT infrastructures become increasingly converged and components increasingly interdependent, IT admins are still not factoring in the collateral impact of individual changes to the IT environment, said one exec.
Executives and IT departments have more important things to worry about than the NCAA Basketball Tournament's effect on employee productivity and network bandwidth. March Madness doesn't hamper employee effectiveness, but bad software and systems do.
The big projects at LifeLabs, as at most companies, were always the ones that got the attention and resources. But that never made the smaller projects any less necessary. Maurizio Laudisa, CIO of LifeLabs, created the Release Management Strategy to guarantee delivery of enhancements for smaller projects on a regular schedule.
Your feedback on the CIO paradox, that troublesome set of contradictions that often frustrate you in performing your role, has been impassioned and thought-provoking. Several CIOs who responded to the January column saw potential solutions in educating the executive committee about what a CIO actually does.
Oracle has been litigating against third-party support providers, including Rimini Street and TomorrowNow/SAP, for years. But today, one of its own partners continues to sell maintenance and support services. Customers are asking: Will Oracle try to litigate away all lower-cost support options, or just some?
You've got your bewildering subplots (confusing vendor roadmaps), spectacular crashes (ERP project failures), island archetypes (penny-pinching CFOs) and smoke monsters (scary upgrades). Need we say more?
Recession took everybody by surprise last year but a large number of chief information officers (CIOs) in the Asia Pacific were very optimistic about economic recovery in 2010. This revelation is apparent from a newly released report by Hitachi Data Systems, which showed that about 86 per cent of the respondents felt confident about economic recovery by 2010.
Microsoft says small businesses didn't get enough attention with Windows Vista. So it baked new features into Windows 7 Professional just for SMBs. Will this effort, plus new hardware bundles, be enough to woo SMBs to upgrade?
The recession has deepened CIO understanding of and commitment to business beyond IT. It's not just about installing BI tools or upgrading ERP, but about working side by side with other company leaders to build IT into new goods and services.
CEO Larry Ellison's "about face" on acquisition strategy, beginning with the hostile takeover of PeopleSoft in 2003, kicked off a decade of unprecedented software vendor consolidation, altering the marketplace for customers and vendors alike.
The consumerization of IT, the rise of agile software development and the explosion of cloud computing technologiesare three big trends that today's CIOs must embrace, a group of analysts at Forrester Research Inc. said Tuesday.
Many call them rogue IT staffers, others might consider them IT heroes, and some are still innocent until proven guilty. But whatever the name or intention, these tech-savvy employees wreaked havoc at their organizations – and paid a price.
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