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Bracing for a year of budget austerity, federal chief information officers are prioritizing their efforts: Weed out duplicative contracts, share information technology services and focus any savings on investments in new mobile and cloud computing technologies.“We have to figure out a way to continue to bring in all this great emerging technology … in an environment that’s quite austere and probably will get more austere,” Lisa Schlosser, federal deputy chief information officer, told industry and government officials in November.Acting Office of Management and Budget Director Jeffrey Zients announced in October that agencies expect to save $
An interesting opinion piece on Computing looks at the corporate challenges of adopting Android from a CIO perspective. It's written by Neil Florio is VP marketing at Fiberlink who outlines the challenges of securely accommodating "550 Android device types, 48 manufacturers, and a multitude of carriers worldwide"...For example, Florio considers user management:
An ambitious plan is emerging in Congress that, if approved, would represent the most sweeping overhaul of the way agencies buy and manage information technology since the 1996 Clinger-Cohen Act, which created chief information officers at all agencies.At its center is a redefinition of what is a federal CIO: The proposal by House Government Oversight Committee Chairman Darrell Issa, R-Calif., would reduce the number of CIOs in government — to one per agency — and empower those remaining with more authority to decide how their departments’ IT dollars are spent.“The Clinger[-Cohen] Act … needs an overhaul for one most important reason, and that
Randy Spratt runs information technology for the largest company in the largest sector of the largest economy on earth. For most of the last decade, he has served as Chief Information Officer for the $123 billion healthcare behemoth, McKesson Corporation (NYSE:MCK), and in 2009, he assumed the Chief Technology Officer responsibilities. To the uninitiated, the CIO/CTO dual role may seem less dynamic than some other CIO-plus combinations we have covered and will yet cover in this series. That analysis would be wrong, however, as Spratt tells us, these are distinct responsibilities, and they reflect both sides of the information technology landscape
It’s that time of year again for every CIO to reflect and think about what they want for the coming year ahead. No, this doesn't have to involve gadgets or really, really cool technology. Instead, it’s a much broader wishlist that looks at some of the common challenges facing the modern CIO.
Alan S Cohen is a technology executive who has held positions at US WEST, IBM and Cisco. His last two startups Airespace and Nicira were acquired, respectively, by Cisco and VMware. During a two-decade career in tech, Alan brought to market a range of disruptive enterprise technologies,including Internet Commerce, Wi-Fi, VOIP, and Network Virtualization. He serves as an advisor and board member to several technology companies. Guest author Alan S Cohen is a serial enterprise technology veteran, and most recently a Vice President at Nicira, which was acquired by VMware for $1.26 Billion.Years ago I was delivering a keynote at a conference when
Forbes BrandVoice™ allows marketers to connect directly with the Forbes audience by enabling them to create content – and participate in the conversation – on the Forbes digital publishing platform. Each BrandVoice™ is written, edited and produced by the marketer. More on BrandVoice™ here , or email us directly at brandvoice@forbes.com. Did you know: Companies that haven’t put together comprehensive plans for managing and exploiting Big Data expect that the price tag for that failure to act will be $71 million in lost revenue per year? (See The Deadly Cost Of Ignoring Big Data: $71.2 Million Per Year.)Did
Even if you're an experienced executive, it's likely you often find it very difficult to tell other people where they need to improve. Praising a good performance is easy; everyone likes to receive a compliment. But what do you do when a kick in the butt seems more appropriate than a pat on the back? Here's how to do this effectively:The term "criticism," while accurate, carries the baggage of negativity. By contrast, the term "feedback" implies the participation of both parties--a two-way give and take where both people learn and grow. Feedback is an opportunity for mutual growth. You learn by getting feedback, and you learn by giving feedback.
In a recent article a recent article, I mentioned the trend in companies around the US and beyond of expanding the CIO’s responsibilities based on the translation of good work done in IT into other divisions and departments in the company. I refer to this phenomenon as the CIO-plus role. I kicked off the series last week with an interview with Puneet Bhasin, the Senior Vice President – Technology, Logistics and Customer Service, Chief Information Officer of Waste Management. (Past articles in the series can be found here, and please click the “Follow” link above to receive notice of future articles in the series.) This week, I am delighted
Good morning. Get ready for the next wave of consumerization. The WSJ has a story this morning indicating that Apple really, truly is preparing to push deeper into the TV market. (more on that below.) This development should be on the radar for CIOs–but not because employees are likely to start bringing 80-inch, high resolution screens to work with them and demanding that CIOs support them with bowls of popcorn.CloudNewsNet: @CloudNewsNet » GlobeRanger Announces the Release of iMotion Stratus; Cloud Computing for RFID, ... http://t.co/RnnGP7kl #CloudComputingwhoisdarwin: RT @IQPCAsia: Seriously, what is Big Data? http://t.co/RPjgxwmz #video #
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