IDG Contributor Network: Advice from CIOs for boards selecting a new CEO

In the age of disruption, do businesses need CEOs that are more than just a good financial operator? The CIOs in the #CIOChat believe so. They say CEOs are needed that can build value out of ‘legacy businesses’ by fueling transformation within products, services, and business models. CIOs say CEOs are needed that know when and where to act. These are CEOs that embrace technology and make appropriate business bets. As important, they can tap into wellsprings of innovation and disruption widely, deeply, and effectively.

CIOs differ regarding the level of digital skills CEOs should have. Some CIOs say that they don’t need the CEO to be an expert on digital—they need them instead to focus on taking actions that can with technology lead to sustainable growth and bottom-line results. These CIOs suggest that today’s tool for achieving results, however, is increasingly technology, so at minimum they want a CEO that cares about tech. As an example, General Electric’s CEO changed his company’s jet engine business model after learning about the streaming data new engines created.

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In the age of disruption, do businesses need CEOs that are more than just a good financial operator? The CIOs in the #CIOChat believe so. They say CEOs are needed that can build value out of ‘legacy businesses’ by fueling transformation within products, services, and business models. CIOs say CEOs are needed that know when and where to act. These are CEOs that embrace technology and make appropriate business bets. As important, they can tap into wellsprings of innovation and disruption widely, deeply, and effectively.

CIOs differ regarding the level of digital skills CEOs should have. Some CIOs say that they don’t need the CEO to be an expert on digital—they need them instead to focus on taking actions that can with technology lead to sustainable growth and bottom-line results. These CIOs suggest that today's tool for achieving results, however, is increasingly technology, so at minimum they want a CEO that cares about tech. As an example, General Electric’s CEO changed his company’s jet engine business model after learning about the streaming data new engines created.

To read this article in full, please click here

IDG Contributor Network: The future of CRM

Where is CRM going? What needs to change to extend its value proposition? These are the questions that I posed to members of the #CIOChat and some noted CRM industry experts. Their answers should be relevant to CIOs, CRM implementers, software providers, and even marketing leaders. They collectively provide all involved in CRM with views into today and the future.

Most important CRM capabilities

CIOs suggest that sales, marketing, and services are of increasing importance to their businesses.  However, they stress that no longer can these be managed as silos. Instead, they suggest a more holistic view of the customer journey is needed. For this reason, CIOs say focusing on the customer is the context that should drive CRM implementations. Without this compass, they say business goals become quickly lost in implementation.

To read this article in full, please click here

Where is CRM going? What needs to change to extend its value proposition? These are the questions that I posed to members of the #CIOChat and some noted CRM industry experts. Their answers should be relevant to CIOs, CRM implementers, software providers, and even marketing leaders. They collectively provide all involved in CRM with views into today and the future.

Most important CRM capabilities

CIOs suggest that sales, marketing, and services are of increasing importance to their businesses.  However, they stress that no longer can these be managed as silos. Instead, they suggest a more holistic view of the customer journey is needed. For this reason, CIOs say focusing on the customer is the context that should drive CRM implementations. Without this compass, they say business goals become quickly lost in implementation.

To read this article in full, please click here

IDG Contributor Network: How CIOs prove business value

CIOs have many things that they need to do to succeed in the digital era. One of them is demonstrating the value for the projects and services that IT builds and then delivers. CIOs, in the #CIOChat, claim that doing this well matters. They claim that taking this step will transform IT from a cost center to a valuable contributor to business strategy.

CIOs are candid that IT is something of a ‘black box’ to many business leaders. Demonstrating business value allows business leaders to understand how IT contributes to business goals and, thereby, to buy into the projects IT is managing. CIOs say that demonstrating business value for all projects is essential. For this reason, projects as a goal should have a direct impact on the business and the customer experience that the business delivers. CIOs suggest that any project that does not deliver tangible business value should be evaluated for continuing resource allocations. CIOs asked why should a CEO or any line of business leader pay innovation dollars where no value is being generated?

To read this article in full, please click here

CIOs have many things that they need to do to succeed in the digital era. One of them is demonstrating the value for the projects and services that IT builds and then delivers. CIOs, in the #CIOChat, claim that doing this well matters. They claim that taking this step will transform IT from a cost center to a valuable contributor to business strategy.

CIOs are candid that IT is something of a ‘black box’ to many business leaders. Demonstrating business value allows business leaders to understand how IT contributes to business goals and, thereby, to buy into the projects IT is managing. CIOs say that demonstrating business value for all projects is essential. For this reason, projects as a goal should have a direct impact on the business and the customer experience that the business delivers. CIOs suggest that any project that does not deliver tangible business value should be evaluated for continuing resource allocations. CIOs asked why should a CEO or any line of business leader pay innovation dollars where no value is being generated?

To read this article in full, please click here

IDG Contributor Network: How CIOs prove business value

CIOs have many things that they need to do to succeed in the digital era. One of them is demonstrating the value for the projects and services that IT builds and then delivers. CIOs, in the #CIOChat, claim that doing this well matters. They claim that taking this step will transform IT from a cost center to a valuable contributor to business strategy.

CIOs are candid that IT is something of a ‘black box’ to many business leaders. Demonstrating business value allows business leaders to understand how IT contributes to business goals and, thereby, to buy into the projects IT is managing. CIOs say that demonstrating business value for all projects is essential. For this reason, projects as a goal should have a direct impact on the business and the customer experience that the business delivers. CIOs suggest that any project that does not deliver tangible business value should be evaluated for continuing resource allocations. CIOs asked why should a CEO or any line of business leader pay innovation dollars where no value is being generated?

To read this article in full, please click here

CIOs have many things that they need to do to succeed in the digital era. One of them is demonstrating the value for the projects and services that IT builds and then delivers. CIOs, in the #CIOChat, claim that doing this well matters. They claim that taking this step will transform IT from a cost center to a valuable contributor to business strategy.

CIOs are candid that IT is something of a ‘black box’ to many business leaders. Demonstrating business value allows business leaders to understand how IT contributes to business goals and, thereby, to buy into the projects IT is managing. CIOs say that demonstrating business value for all projects is essential. For this reason, projects as a goal should have a direct impact on the business and the customer experience that the business delivers. CIOs suggest that any project that does not deliver tangible business value should be evaluated for continuing resource allocations. CIOs asked why should a CEO or any line of business leader pay innovation dollars where no value is being generated?

To read this article in full, please click here