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10 ways to kill your IT culture

CIO

Without a strong IT culture, inspiring IT teams to extend beyond their “run the business” responsibilities into areas requiring collaboration between business colleagues, data scientists, and partners is challenging. Additionally, 84% of leaders believed their organizations had strong teamwork compared to 60% of team members.

Culture 347
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Differentiating people, process, and technology problems: A guide for CISOs

CIO

Is it inefficient processes that hamper communication within security teams? Is it a lack of the right technology for enabling security operations? Most problems stem from a complex mix of people, process, and technology deficiencies, but pinpointing their sources can be a real challenge.

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Modernizing applications: the importance of reducing technical debt

CIO

Technical debt is no longer just a “technical” problem. The government and Congress are taking notice of unfair consumer experiences, and it is crucial for businesses to address their technical debt and minimize the risk of negative press, government fines, and damaged reputations. What is technical debt?

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4 steps toward integrating genAI into DevSecOps processes

CIO

Accelerating vulnerability remediation with genAI Although the responsibilities of developers, security professionals, and operations teams overlap, their communications are often hampered by the inability to quickly grasp esoteric terms that are specific to each discipline. Incorporate genAI into existing workflows.

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How real-time operational insights drive superior tech platform development

CIO

As SaaS solutions gain greater market share, and build mindshare, operational know-how is becoming critical to both their development and evolution. One of the biggest issues for any development team is obtaining real and timely user feedback. Traditional development approaches can also cause lengthy release cycles.

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7 ways gen AI can create more work than it saves

CIO

But a substantial 23% of respondents say the AI has underperformed expectations as models can prove to be unreliable and projects fail to scale. Sometimes it actually creates more work than it saves due to legal and compliance issues, hallucinations, and other issues. It gets beyond what we can manage.”

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The CIO’s primary job: Developing future IT leaders

CIO

But it is equally vital to identify those people who can develop into managers and create a path forward for them as well. In my most recent CIO.com article on nurturing high-performing teams , I made a comment that stirred some questions. And if people have bad managers, the results can be less than optimum.