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  • IDG Contributor Network: How much freedom should be given to microservice teams?

    Pre-microservices: complete centralization

    Until recently, IT was inherently a centralized function within an enterprise. Taking an application to production was an enormously expensive and lengthy process, requiring support from dozens of teams, millions in capital expenditures, and many months or even years of time. This led to CIOs standardizing on specific software and hardware products, multi-year vendor contracts, extended negotiations with vendors, centralized architecture review boards, and the involvement of procurement. Until recently this overhead was necessary because cloud didn’t exist. If you wanted an environment, you had to build it and run it yourself.

    To read this article in full, please click here



  • IDG Contributor Network: 3 ways CIOs can change the CEO’s perception of IT from cost center to strategic

    I fielded a question at last week’s Enterprise Transformation Exchange on how CIO can get their CEO and the Board to think of IT more strategically and beyond a cost center. While many CIO have had success moving from back office support functions and taking on strategic roles, others are still struggling to get their leaders to escape IT’s outdated mission of “keeping the lights on” or just “supporting the business”.

    A recent survey of 199 IT leaders confirms this gap of haves and have nots. The good news is that fifty-two percent of respondents said their role is viewed as more strategic today than compared to 3 years ago. The bad news is thirty-two percent say their CEO does not fully understand their role, and 38% believe the CEO and Board still see the technology officer function as more of a cost center than revenue generator. In fact, only 7% of respondents strongly agree that their Board and CEOs view the technology organization as revenue generators.

    To read this article in full, please click here



  • BrandPost: Find Out Why Modern Businesses are Expanding Globally

    The pace of change in the technology industry has been staggering over the last twenty years. From the birth and adoption of the Internet to the ascent of mobile devices and Artificial Intelligence (AI), technology today is at the very core of how our societies operate, how our businesses run and how citizens communicate.

    In the mid-1990s, the Internet was briefly seen as a fad, even to the point where Ethernet inventor Robert Metcalfe predicted it would ‘catastrophically collapse’.

    That was in 1996, but more than twenty years on and there are now more than 3.2 billion Internet users worldwide, according to the International Telecommunication Union (ITU), with Internet-dependent devices such as smartphones playing a critical role in our daily lives.

    To read this article in full, please click here



  • BrandPost: How Regional Hubs Drive Innovation

    Digital transformation is now seen as a defining factor of success in the business world, to the point where most organisations realise they must invest in the latest technologies to remain relevant.

    Research supports the view that digital transformation has become a necessity for modern business; in a 2017 SAP-Oxford Economics study of 3,000 executives across 17 regions, 84 percent of business leaders said that digital transformation would be critical to their survival over the next five years.

    To read this article in full, please click here



  • IDG Contributor Network: The eye-opening new world of alternative investor data

    Investors, whether they be day traders at home or managers of large hedge funds, are data hungry. They pore over earnings reports and company filings and jump to read news alerts. If they’re on the super-sophisticated side, they may be using data models. And if they’re on the cutting edge, they may be using new “alternative” data sets to inform their decisions.

    The emerging alternative data category turns the traditional approach to investment research on its head, providing those interested in the health of businesses in industries from retail to airlines to auto with deeper and more unique insights than what quarterly earnings reports could ever offer.

    To read this article in full, please click here



  • Tech industry should stand up and speak out against injustice

    Back in November 2016, I wrote about the “mixed signals” tech companies were sending in response to the presidential election. How GrubHub’s then-CEO Matt Maloney quickly and forcefully spoke out against bigotry and hatred, and how IBM’s Ginny Rometty went instead for a strategy of appeasement.

    I’ve also written about the tech industry’s failures to consider their moral and ethical responsibility to ensure technology is used to create a more just, equal, and safe society. And I’ve called for software engineers to adopt a code of ethics when faced with, for example, being asked to build a Muslim registry. Or to facilitate the separation of migrant children from their parents.

    To read this article in full, please click here



  • CIO Spotlight: Chris Conry, Fuze

    To read this article in full, please click here

    (Insider Story)

  • 6 steps to getting digital culture right

    Technology is fast becoming one of the most important tools for modern businesses, and digital transformation is the means by which your organization can leverage technology to its full potential. But not every company that undertakes a digital transformation is set up for success. To truly transition, your organization must overhaul its culture first.

    To read this article in full, please click here

    (Insider Story)

  • BrandPost: How and Why to Crowdsource Governance for Modern BI

    BI and analytics have evolved—so should governance

    Modern BI has made self-service analysis possible and organizations have realized incredible benefits democratizing data and crowdsourcing new insights. Yet somehow the idea of self-service governance still seems inconceivable.

    Governance is necessary in modern analytics because data and dashboards are more widely shared but should enable data and content access rather than restrict it. These practices and processes help the right people access the right data, ensure that the data driving your users’ decisions is accurate, and maintain compliance with internal policies or external regulations.

    To read this article in full, please click here



  • IDG Contributor Network: 6 steps to help drive consumers to your direct channels

    [This article was co-written with Leo Vaisberg.]

    Price matters, a lot. In an era of hyper price transparency, the subtlest price discrepancies will drive consumers to purchase on channels with the lowest price. Often consumers make buying decisions in two steps: first, what they want to buy; second, where they will buy. Especially for goods and services that are not substantially differentiated in terms of quality or features, your average consumer will naturally gravitate towards the lowest price. This has been felt in an especially acute manner for retailers such as Best Buy, where consumers go to window shop, but complete their purchases on lower priced ecommerce alternatives (i.e., Amazon, eBay, Jet, etc.). Best Buy has since woken up to the fact that without differentiating the customer experience, they were unable to create stickiness to convert foot traffic.
    When selling a commodity, or a good/service with a comparably substitute, price parity is arguably the most important driver in decision making. The challenge, of course, is that the manufacturers of a good, or a provider of a service, don’t always own the end touch point with the consumer. Many companies rely on a network of distribution partners to help market and sell their products. While this approach allows companies to scale revenue without the risk of building a massive salesforce, it also means that the manufacturer/provider will not be able to control all the variables that influence consumer’s buying decisions.

    To read this article in full, please click here



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