TOP TEN CONCERNS > Board Politics > FEATURES

28/05/2008

CIOs need to talk

CIOs that don’t communicate and promote themselves might end up being undervalued by leaders

02/05/2008

Can the new Google CIO fill Douglas Merrill's shoes?

Executive recruiters and Wall Street analysts think Ben Fried is indeed a good choice.

17/04/2008

Being an effective CIO means focusing on business just as much as technology

Bruce Goodman, CIO of health insurance firm Humana, explains how he reaped financial results from IT by understanding the bottom line

16/04/2008

Interview: Douglas Merrill, former Google CIO

Douglas Merrill, formerly the CIO of Google and now president of the EMI digital business division talks about how the internet search pioneer Google has configured (not structured) its IT organisation, how CIOs need to evolve, and the most exasperating question that people ask him at cocktail parties.

20/03/2008

Richard Steel is aiming to do for SOCITM what the 2012 Olympics are doing for the east end

Newham Council CIO Richard Steel is aiming to do for public sector IT what the 2012 Olympics are doing for the east end

14/03/2008

CIOs hold the key to hanging on to valued staff

With technology playing an ever-greater part in workers’ lives, it’s CIOs who hold the key to helping businesses hang on to their staff

06/03/2008

Credit Suisse CIO jumps to Merrill Lynch

What makes a superstar CIO, and what happens when they move to a rival

28/12/2007

Outsourcing predictions for 2008

Transformation and remote infrastructure management are among the trends for next year in a fast changing industry

12/11/2007

When under investigation, get a lawyer, then get out

Microsoft's dismissal of CIO Stuart Scott after an internal investigation points to the near-futility of an executive's continuing in a leadership role with a credibility cloud hanging overhead.

05/11/2007

Let the business drive IT strategy

Some CIOs are better than others at executing an IT strategy. Their secret: A simple plan that helps business leaders make the right technology decisions.

21/10/2007

Frontier man

Joe Harley, CIO at the Department for Work and Pensions (DWP). The department is vast, the job is high profile and it demands long days spent in discussions with ministers, permanent secretaries and suppliers.

20/09/2007

IT's White Knight: The CEO

The takeover of Australian retailer Coles triggered an unprecedented debate about IT and business alignment. CEO John Fletcher led the charge on behalf of his CIO.

14/09/2007

Gordon Lovell-Read's CIO Lessons

When Lovell-Read joined Siemens in 2002, there was no CIO in place. For any CIO in a new job it is important to get a handle on the role as soon as possible. These are your priorities for the first few months.

10/09/2007

Taking on the board

Gordon Lovell-Read has been gun slinging at Siemens for six years. Ambrose McNevin finds he is still shooting from the hip.

13/08/2007

Taunting the CIO

The Wall Street Journal ran a special section on Monday with the headline "Ten Things Your IT Department Won't Tell You".

16/07/2007

Don’t be frightened of your shadow

Last month we examined the rise of the shadow IT department, users in your company who have embraced consumer technology and are using applications and devices not provided, or necessarily approved of, by the CIO to do their work. The natural reaction of the IT department may be to clamp down and try to destroy it but the likelihood is this will prove futile and may even be counterproductive.

09/07/2007

RESPECT (and how to get it)

One of John Furlong’s pet peeves is IT workers who don’t dress like their clients. “Look at the way your clients are dressed. Make sure your IT organisation matches them,” says Furlong, managing director and CTO for UBS Global Asset Management.

06/07/2007

Granger: The final word

“Stuff goes wrong all the time. You know, computers do fail. But what we’re seeing is a sort of hysterical coverage. What I should be judged on is whether we’re fixing it quickly and ensuring it’s as good as anything else anywhere on the planet. Measure me on those things and I know we will not be found lacking.”

25/06/2007

An emotive subject

Anyone who watches The Apprentice will have had a crash course in how not to be a good leader. Unless, of course, you favour leaders who are arrogant, back-stabbing and unable to deal either with the rigors of any given task or managing their team – though admittedly, the programme’s candidates are such fierce individualists that herding cats would be infinitely simpler.

20/06/2007

Children of the revolution

There is a revolution under way – and if you’re a CIO, it’s coming in your direction. It’s called Software-as-a-Service (SaaS). It owes its roots to the (failed) application service provider movement (ASP) of the 1990s. It’s coming from a foundation of start-up vendors targeting the small and medium enterprise market but all of the leading applications vendors are making SaaS noises to a greater or lesser degree and the number of enterprise level deployments is increasing. SaaS is an inevitable item on the corporate IT agenda. From the point of view of CIOs within organisations that means that if you haven’t already been asked by the CEO or FD about SaaS and its relevance to your company, then you will be soon. So what is it? Why does it matter? And is it right for you and your organisation?

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