In their rush to be more innovative, many executives are focusing only on increasing inputs, such as the number of teams launching innovation efforts and the number of start-ups they support each year, and are losing sight of the resulting outcomes. They end up accumulating “fondue sets” – innovations that may be nice to have, but add little if any business value. We’ll describe how firms have successfully transformed their approach to innovation to one focused on insights and outcomes, organized around empowered, cross-functional teams. These firms generate innovations that are of significantly more value quicker.
Digital today is driving every aspect of the enterprise. As companies look to scale impact from digital, integrating with technology is no longer optional. This is reflected in how business is viewing technology – as a strategic growth driver vs. a cost center – and the level of investments going into technology transformations. As technology becomes increasingly important, what does this mean for the technology function and its leader? How has the role of CIO evolved? How should the technology function transform to meet the needs of modern business?
The Finalists for the MIT Sloan CIO Leadership Award have led their organizations to deliver exemplary levels of business value through innovative use of IT. Yet no two finalists have the same story. Learn how each CIO Finalist transformed their IT units and their companies for the better. Their experiences can provide lessons for every IT leader and service provider.
Answering this question is no simple task. There are technology answers, management answers, risk answers, supply chain answers and probably a few more. CIOs want to be able to answer this question for their C-level colleagues, their boards and all stakeholders. In this session we will discuss different approaches to knowing how secure you are, and what metrics are commonly used to provide support for your answer.
Outcomes are the measure of success. Which is more important, the value the software provides to the customer or the budgets and timelines met along the way? IT organizations need to become more product focused; how can you do it?
Recent advancements in automated machine learning are radically changing the cost, quality, and speed of AI creation, validation, deployment, and management. Applications of AI and machine learning that were economically and practically infeasible just a few years ago are now possible. What new business models and customer experiences does this make possible?
Only 12% of executives strongly agree their organization’s leaders have the right mindset to embrace the changes needed to thrive in the digital economy, and a sobering 9% strongly agree that their organization has leaders with the skills to thrive in the digital economy. Leaders need to adapt or risk fostering companies that are slow, unresponsive, stodgily siloed, densely hierarchical, and excessively focused on long-term returns. This panel will discuss practical and specific recommendations to help CIOs adopt a new mindset for the digital age by increasing transparency, demonstrating authenticity, and emphasizing collaboration and empathy to unleash the energy and talent within their organization.
Digital transformation is not about technology—it’s about change. And it is not a question whether change will come, but when and how. In the new digital economy, many enterprises won’t succeed by merely tweaking the management practices that led to past success. To thrive in a digitized universe, businesses of all sizes need to reinvent themselves. Yet leaders often lack a common language to assess the degree of threat digital disruption poses to their business, and—more importantly—the language to create a compelling vision for their enterprise’s success.
Every CIO today recognizes that achieving breakthrough performance means quick and decisive action, be it launching a new digital product or transforming a company’s operations. But when an initiative affects all layers of the company, who owns the "decision rights" to make the final call? This panel will discuss what it takes for companies to benefit from (start-up style) empowered teams within the conservative framework of a large organization.
CIOs have been helping their executive teams drive customer experience strategy with technology for years. With the advent of AI, IoT, and process mining technologies, new insights can be generated to determine the C-Suite strategy for improving customer experience and growing the bottom line. How can these technology tools help formulate your strategy for better customer experience, employee satisfaction, and operational efficiency, so that organizations can achieve sustained success?
The digital economy is forcing enterprises to transform how they connect customers, partners, employees and global operations. Learn how leading companies are using digital platforms to: leverage digital ecosystems, deploy edge computing, implement cloud/hybrid-cloud infostructure and interconnect customers, partners and employees with greater speed for enhanced business value.
Don’t leave data monetization to chance! There are 4 basic strategies that organizations can choose to make money from data. Each has distinct requirements and payoffs. The key is to choose the strategy that best suits your organization’s needs and nurture it accordingly.
In the search for a faster and more innovative culture, leaders can be tempted to copy digital-born companies such as Amazon and Google and Uber. But great leaders resist the temptation, since those cultures can require policies that traditional companies can’t adopt and can generate consequences they don’t want to risk. Rather than try and fail to replicate the cultures of digital startups, leaders can build a digital-ready culture that enhances speed and innovation while building on the unique characteristics of traditional companies. In this session, we’ll discuss the three steps to creating a digital-ready culture, and how leaders have built those elements in their firms.