The whole world's gone digital. As today's companies try to keep up, many CIOs feel like a hamster on a wheel, constantly moving but never getting anywhere. This advice from the recent MIT Sloan CIO Symposium could offer at least a bit of relief.
Technological innovation often comes when your hunch collides with someone else's hunch, says best-selling author Steven Johnson. Open collaborative spaces are vital to allowing those hunches to mature into breakthrough moments.
The Internet puts the goods, services and expertise you need at your fingertips. Some call it a 'collaborative economy' focused less on transactions and more on trades. Others see a throwback to the early days of economic exchange. Either way, it's quickly changing the way we do business.
American workers don't get too worked up about lost or stolen mobile phones -- even if those phones contain company data. A large percentage think it's not their problem and don't change their security practices afterwards. Are CIOs partly to blame for not setting stricter and clearer mobile security policies?
New Microsoft CEO Satya Nadella certainly has his work cut out for him, but his job pales in comparison to the mess Steve Ballmer inherited in 2000. Nadella should succeed -- and if he does, he owes a lot to his oft-maligned predecessor.
Natural and manmade disasters underscore the challenges of seamless disaster recovery in the real world. Having a comprehensive business continuity plan isn't just an IT concern; though. Nothing less than the survival of your company is at stake.
Age really is just a number. If you're keeping current on new technologies and advancement, and show a willingness to keep learning and growing, there's no reason it should be an impediment to your job search.
Funny thing about the word "and." You would think it would function as a connector, a word that implies the togetherness of two entities, like "stars and stripes" or "franks and beans." Yet the phrase "IT and the business" does not work that way. Rather, it connotes separateness and difference, creating an "us and them" perception that belies the actual embedded condition of IT.