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Your CEO has little idea who IT is or what IT does

CIO

Barbara Cooper, former CIO at Toyota Motor North America and one of the top CIO coaches in America, argues that the ignorance gap is more like an ignorance grand canyon. There is a huge understanding gap regarding who IT is and what IT does.

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How to succeed as a fractional CIO

CIO

A fractional CIO can also coach and mentor key internal personnel who are likely to be future IT leaders, Shrikhande says.

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13 essential skills for accelerating digital transformation

CIO

Technical skills topped the list but also crucial are key leadership and culture capabilities such as change management, strategy building, and business relationship management, as well as critical business skills such as cost, product, and vendor management, as shown in the graphic below.

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Thoughts on organizing architecture

Xebia

Putting a benevolent dictator in charge has a different impact than an architect that coaches and supports the team in their architecture decisions. An architect for an in-shop product engineering department requires different capabilities and attitudes compared to an architect that has to work with vendors and ensure successful integration.

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Thoughts on organizing architecture

Xebia

Putting a benevolent dictator in charge has a different impact than an architect that coaches and supports the team in their architecture decisions. An architect for an in-shop product engineering department requires different capabilities and attitudes compared to an architect that has to work with vendors and ensure successful integration.

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Fleet Management Software: Key Functions, Solutions, and Innovations

Altexsoft

Besides inventory management and optimization, basic features include demand forecasting and replenishing, kitting, lot traceability, reporting and analysis, and vendor-managed inventory. In-vehicle driver feedback and coaching tools. It detects good drivers to incentivize, and those who may need more coaching.

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Competency Lost

The Agile Manager

Product Owners were recruited from the ranks of the existing Business Analysts and Project Managers. Less senior BAs became Product Managers, while those Project Managers who did not become part of the Product organization were either staffed outside of IT or coached out of the accompany.