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In todays rapidly evolving business landscape, the role of the enterprise architect has become more crucial than ever, beyond the usual bridge between business and IT. In a world where business, strategy and technology must be tightly interconnected, the enterprise architect must take on multiple personas to address a wide range of concerns.
Here, veteran CIOs, researchers, and advisers share the changes theyre seeing, offering a look at the new rules of IT leadership along with the old ones theyve replaced. Old rule: Stay in your lane New rule: Collaborate across the enterprise The CIO domain was once confined to the IT department.
Every enterprise must assess the return on investment (ROI) before launching any new initiative, including AI projects,” Abhishek Gupta, CIO of India’s leading satellite broadcaster DishTV said. AI costs spiral beyond control The second, and perhaps most pressing, issue is the rising cost of AI implementation.
For CIOs leading enterprise transformations, portfolio health isnt just an operational indicator its a real-time pulse on time-to-market and resilience in a digital-first economy. In todays digital-first economy, enterprise architecture must also evolve from a control function to an enablement platform.
The shifting leadership landscape In a fast-paced, tech-driven world, business strategy and technology are more intertwined than ever. As digital weighs in as the center of gravity, one thing is clear: traditional leadership structures may no longer be enough to maintain a competitive edge. On a bad day, we get CrowdStrike…or worse.
However, a common gap in IT leadership remains regarding a lack of deep business understanding from an executive perspective. These core leadership capabilities empower executives to navigate uncertainty, lead with empathy and foster resilience in their organizations. EQ helps foster teamwork, empathy and resilience.
But along with siloed data and compliance concerns , poor data quality is holding back enterprise AI projects. So, before embarking on major data cleaning for enterprise AI, consider the downsides of making your data too clean. And while most executives generally trust their data, they also say less than two thirds of it is usable.
You ’re building an enterprise data platform for the first time in Sevita’s history. We knew we had to bring the data together in an enterprise data platform. How would you categorize the change management that needed to happen to build a new enterprise data platform? What’s driving this investment?
This is particularly true with enterprise deployments as the capabilities of existing models, coupled with the complexities of many business workflows, led to slower progress than many expected. Measuring AI ROI As the complexity of deploying AI within the enterprise becomes more apparent in 2025, concerns over ROI will also grow.
Assessments have emerged as an indispensable instrument in leadership development, serving as both a mirror that reveals areas of growth and a lens that illuminates hidden potential. Our work at N2Growth reveals that executives who embrace consistent, candid feedback see a marked improvement in their leadership trajectory.
Despite the many concerns around generative AI, businesses are continuing to explore the technology and put it into production, the 2025 AI and Data Leadership Executive Benchmark Survey revealed. saying technology leadership holds the reins, and 16.5% There are still data and AI leadership challenges to deal with too.
A sharp rise in enterprise investments in generative AI is poised to reshape business operations, with 68% of companies planning to invest between $50 million and $250 million over the next year, according to KPMGs latest AI Quarterly Pulse Survey. However, only 12% have deployed such tools to date.
AI is clearly making its way across the enterprise, with 49% of respondents expecting that the use of AI will be pervasive across all sectors and business functions. Despite concerns around regulation, AI is significantly impacting the key skill sets of the future enterprise.
We provide enterprises with one platform they can rely on to holistically address their IT needs today and in the future and augment it with an extensive portfolio of managed services – all available through a single pane of glass. For more information on 11:11 Systems visit here.
To ensure every IT initiative directly contributes to measurable business outcomes, CIOs must move from operational managers to strategic partners, collaborating with business leaders to align IT decisions with enterprise goals.
According to calculations by analysts from Apps Run The World (ARTW), SAP lost its market leadership in enterprise resource planning (ERP) to rival Oracle last year. Oracle customers are being milked harder According to the analysts, the reason for the change in leadership is simple math.
CIOs often have a love-hate relationship with enterprise architecture. On the one hand, enterprise architects play a key role in selecting platforms, developing technical capabilities, and driving standards. The sponsor’s primary responsibility is to secure funding and justify the business value of the investment.
And maybe most importantly, it can influence leadership. AI-driven decision-making transforming the c-suite Bret Greenstein, PwC’s data and AI leader, is an expert on enterprise AI working with numerous executives to integrate AI operationally.
On the other hand, there are also many cases of enterprises hanging onto obsolete systems that have long-since exceeded their original ROI. If you want it done right, you need buy-in from the top, starting with executive leadership, as well as other key IT and business leaders and teams, Ganoorkar says.
Simultaneously, the monolithic IT organization was deconstructed into subgroups providing PC, cloud, infrastructure, security, and data services to the larger enterprise with associated solution leaders closely aligned to core business functions.
John Gallant, CIO.coms Enterprise Consulting Director and Vito Mabrucco, NTT Corp. NTT takes leadership role NTT is taking a leadership role on a variety of fronts, Mabrucco said. Speaking of NTTs AI Charter, Mabrucco said NTT was looking to take a leadership role in AI governance and ethics.
The impact of agentic AI on enterprise architecture, interoperability, platforms, and SaaS has yet to be fully scoped, but the changes will be fundamental. We also consulted a range of academics and other transformation leaders for their insights on how future enterprises will operate in the age of gen AI.
Joining an IT leadership organization CIOs not only establish friendly relationships with other tech leaders but also gain valuable insights on the latest IT, business, and leadership trends. CIO Executive Council The CIO Executive Council (CEC) provides a platform tailored to leadership needs.
As enterprises at every stage of maturity strengthen their digital capabilities, the Chief Digital Officer has emerged as a strategic force within the executive suite. Instead, it has evolved into an indispensable leadership position encompassing digital innovation, organizational change, and business model reinvention.
While data and analytics were not entirely new to the company, there was no enterprise-wide approach. As a result, we embarked on this journey to create a cohesive enterprise data strategy. Later, I transitioned into leadership, where I found a natural alignment with my skills and developed a passion for management.
Our cloud strategy was to use a single cloud provider for our enterprise cloud platform AWS. To avoid creating too many microservices using serverless FaaS (Function-as-a-Service) patterns, we decided to align to an enterprise capabilities framework to help us define the number of components and leverage a domain-driven design approach.
Regardless of the driver of transformation, your companys culture, leadership, and operating practices must continuously improve to meet the demands of a globally competitive, faster-paced, and technology-enabled world with increasing security and other operational risks.
The best way to ensure alignment is to make IT leadership an active part of organizational leadership.” Beware silos — and be proactive about adding value Business leaders are often concerned that IT may not be fully aligned with enterprise needs and challenges, observes Brian Bronson, EVP at IT services firm Capgemini Americas.
ERP failures can cost millions, tarnish reputations, and even trigger leadership changes. Executive oversight for ERP programs is mandatory and a standard industry practice, particularly in enterprises where senior leadership is accountable for the programs success or failure.
In response, traders formed alliances, hired guards and even developed new paths to bypass high-risk areas just as modern enterprises must invest in cybersecurity strategies, encryption and redundancy to protect their valuable data from breaches and cyberattacks. Theft and counterfeiting also played a role.
Leadership commitment No digital transformation will be successful without leadership commitment and backing. On top of setting clear expectations, providing necessary resources, and celebrating successes, leadership must stay engaged with the team to inspire, invoke energy and provide a vision of success in relatable ways.
Through the Tech4Good initiative we launched in conjunction with the Tech Whisperers podcast, Ive had the opportunity to see firsthand the impact these nonprofits are having on the technology leadership community, the individual leaders themselves, and their organizations.
The key areas we see are having an enterprise AI strategy, a unified governance model and managing the technology costs associated with genAI to present a compelling business case to the executive team. Our research indicates a scramble to identify and experiment with use cases in most business functions within an enterprise.
AI is a leadership opportunity for CIOs. Everything starts with the board, who are asking, ‘How can we anticipate the unexpected threats brought on by AI?’” Langer, Associate Vice Provost, Professor of Practice and Director, Center for Technology Management and Digital Leadership at Northeastern University. “So
Meta’s global reach and leadership in AI represent a generational opportunity for businesses, and I couldn’t be more excited and grateful to help take this from zero to one to scale,” she said. Shih is now a vice president at Meta and the head of a new business AI group, she said in a post there.
A critical consideration emerges regarding enterprise AI platform implementation. In this context, Delta Lake effectively manages these diverse data requirements, providing a unified data platform for enterprise GenAI initiatives.
The role of enterprise architecture and transformational leadership in sustainability Enterprise architecture is a framework to drive the transformation necessary for organizations to remain agile and resilient amid rapid technological and environmental changes. A broader framework is required to drive transformative change.
Leadership capabilities are paramount, as the CDO must inspire and guide teams through transformative changes. The capacity to identify potential disruptions and utilize digital tools to develop solutions is a hallmark of effective digital leadership. This includes fostering a culture that values innovation and agility.
More organizations than ever have adopted some sort of enterprise architecture framework, which provides important rules and structure that connect technology and the business. The results of this company’s enterprise architecture journey are detailed in IDC PeerScape: Practices for Enterprise Architecture Frameworks (September 2024).
With over two decades in technology and leadership roles, Sewell, whose identity has been anonymized for this article, was confident her skills and experiences would transfer but felt that her resume might not stand out for industries outside the public sector.
Such individuals need to be inspired, encouraged, and supported by leadership, he advises. But Bilow observes that enterprises sometimes bypass early stakeholder groups and jump straight to business user needs. The influence of longtime team members also plays a significant role in change implementation.
Langley sets up bull sessions each quarter with his entire organization for feedback he says has improved his leadership. “We We have candid discussions about anything from our enterprise strategy to how we manage work-life balance,” he says. I strongly believe in situational leadership.
Leadership Buy-In: The first and most critical step to developing a successful data-first culture is support from the top. Leadership must prioritize data-driven strategies across all business functions. That commitment must begin at the C-suite level.
AI, once viewed as a novel innovation, is now mainstream, impacting just about facet of the enterprise. Become reinvention-ready CIOs must invest in becoming reinvention-ready, allowing their enterprise to adopt and adapt to rapid technological and market changes, says Andy Tay, global lead of Accenture Cloud First.
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