The Innovation Showcase highlights 10 outstanding early stage companies with cutting edge solutions that combine both value and innovation to Enterprise IT.
This year the Innovation Showcase will begin during the reception prior to the CIO Award dinner.
In today's digital ecosystem, so much of business strategy depends on using digital technology in new ways, bringing changes not only to IT infrastructure but to a company’s operating models, products, and culture. The CEO and CIO/CDO relationship is increasingly becoming more critical for a company's success. Every CEO needs strategically thinking CIO/CDO partners to lead their organization through rapid change, drive technology-enabled business outcomes and foster a culture of innovation.
In the past two years we've been seeing an increase of cybersecurity attacks around the world driven by the confluence of two major forces: the accelerated digitalization of economies, especially since the advent of the Covid-19 pandemic, and the growing reliance of cyberattacks in international conflicts. Join us for a dive into some of these recent changes and their impact on business and governments.
As we have digitized our operations, amassed terabytes of sensitive data, enabled remote management of large equipment, and automated ordering and supply processes, cybersecurity has taken on a much larger position in our threat landscape. Focusing on cybersecurity is critical not only for reducing risk but also for gaining a competitive advantage in our vast and interconnected digital ecosystem. How do we make an enterprise cyber-resilient? Our research at MIT suggests that cybersecurity is an organizational problem, not just a technical problem. We recommend building a culture of cybersecurity comprising awareness and action by all employees to recognize anomalies, alert leaders, and ultimately to mitigate risks. Aligning everyone around security practices will go a long way in keeping the organization safe from cyberattacks.
Technologies—from cloud to AI to cybersecurity—are increasingly recognized as central to achieving business goals. But yet, CIOs pursuing cloud-based initiatives often lack the necessary support and buy-in because their CEOs and corporate boards may not understand cloud's ability to drive business value. What does it take to translate the strategic capabilities of cloud into business-enabling investments? In this session, Steve Van Kuiken, the global leader of McKinsey Technology, will explain why gaining strategic consensus across the organization is crucial for technology success—and how CIOs should go about building it.
The global pandemic has reinforced the tremendous value and necessity of cloud computing to the world’s economy and workforce. Without access to cloud technology, businesses could not have moved millions of workers to the safety of remote work, maintained global supply chains and shifted entire industry business models in a matter of weeks. Cloud technology enabled Moderna to develop its vaccine in record time. Cloud’s initial value proposition was mostly based on operational improvements, including IT cost reductions and fast scalability. But, increasingly, cloud service providers (CSPs) provide access to capabilities that most companies could never develop on their own, such as advanced AI technologies and cybersecurity tools. IDC expects that by 2024, 63% of enterprise infrastructure hardware spending will be devoted to cloud technologies, with emphasis on cross-cloud governance, security, and cost monitoring capabilities.
The MIT Sloan CIO Leadership Award honors executives who lead their organizations to deliver exemplary levels of business value through innovative use of IT. The Award, established in 2008, draws applicants from a wide diversity of industries, countries, and backgrounds. Recipients, and their organizations, receive broad recognition for their accomplishments.
Ecosystem-based business models, in which companies build digital relationships with multiple business partners in order to provide goods and services to customers, require and generate large volumes of data. Data comes from all participants in the ecosystem, and AI is often required to make sense of the data. Machine learning helps match customers with the products and services they need or want. Customer offerings can be personalized with AI. And the millions of customers of large ecosystems need highly efficient customer service, i.e., intelligent agents and chatbots. In this session, companies that have adopted ecosystem models describe how AI makes them possible, and the specific use cases they employ.
Just about every company is interested in unlocking new value using digital capabilities. We have identified 4 distinct ways to unlock value with digital: Adding new customer types, Developing common capabilities, Commercializing capabilities (x as a service), Creating embeddable modular components (plug & play). Firms that unlocked the most new value using digital effectively performed organizational surgery and grew faster and got more revenue from innovation.
When it comes to today’s talent challenges, the Great Resignation is not the real story. It’s just one more straw on the camel’s back of change. Technologies like machine learning, cloud, and containers drive the need for new skills. Increased talent competition makes it difficult to retain your good people. Demographic changes and retirements add fuel to the fire. How can IT leaders find, grow, and retain the talent that their organizations need? What types of partnerships, non-traditional sourcing and other innovative approaches are useful? How can organizations work together to jointly find solutions at the ecosystem level? Join us to hear how a panel of leading executives are managing the talent and learning challenge in their organizations.
Advanced technologies such as robotic automation, internet-of-things, or artificial intelligence (AI) promise great business value to companies, but they also bring ethical concerns and social risks. How do you overcome the fear that robotic automation would displace workers? How do you ensure trustworthiness of an AI forecast based on a highly sophisticated but hardly explainable model? What is the corporate responsibility in gathering, securing, and governing the ever-growing volumes of consumer data? Business technologists have to address these concerns with the highest ethical standard in mind. What does it take to establish a governance framework for technology innovation that would uphold ethical values but not constrain creativity?
Planning for the future is a fundamental part of what CIOs do, but structured, long-term thinking is no longer good enough. CIOs today need to position people, processes and technology for rapid & unexpected changes. Companies, industries and entire ecosystems need to be nimble. Scenario planning can help organizations be prepared to deal with alternative futures. What will be the next paradigm shift? We can't answer that, but in this session we'll explore how CIOs can establish organizational and technical architectures in preparation for the next unknown, unknown.
The past two years have significantly changed the way we work. Most organizations quickly adapted to the new ways of working they were forced to embrace, and generally found that they worked remarkably well. Employees got used to the flexibility of these new styles of working. The people returning to the office expect to retain much of that flexibility. This fireside chat will explore how organizations are adapting to these changes and expectations, how they can leverage technology to become more flexible, agile and productive, and what they've learned along the way to better move into a fast changing future.
The future of business is changing. Given the accelerated pace of digitalization, just about all aspects of the economy, society and personal lives are becoming interconnected over the next decade. This panel will discuss the technology trends that are likely to have the biggest impact on markets and industries, as well as the actions that companies should take to get ready for these disruptive changes.
How do humans make decisions? It's been often said that no person is an island. This is something that is more true than ever in our increasingly digital economy, where our interactions with our surrounding social structures have skyrocketed, including people as well as smart machines and algorithms.This talk will examine the impact of these digital ecosystems on our individual traits and behaviors, and how they give rise to panics, fads, and echo chambers.