Shadow IT aside, what should business executives be doing to ensure that the often hidden business risks of their adoption of new technologies are sufficiently understood to prevent future problems?
That new and innovative digital technologies continue to disrupt and reshape industries, organisations and the employment landscape is old news. What is news is there remains a stubbornly large leadership capability deficit in most organisations.
On the whole, business executives’ perceptions of enterprise IT’s performance remains largely negative. The recent 2015 McKinsey global research indicates a further decline in confidence that IT is able to support key business activities. Why is this so? Most importantly - what can be done to reverse this trend?
Who should retain ownership of the organisation’s digital strategy appears to still be unresolved in some organisations
The key question to ask before plunging your organisation into the IoT sea.
By understanding the rationale for how IT costs are managed and reported through the management hiearchy, we will be better placed to understand why many business leaders continue to regard enterprise IT as a ‘service’.
When the inertial organisation meets disruption, who wins?
Being an excellent employee does not automatically result in you having a resilient career.