InformationWeek strives for cover art that's attention-grabbing and edgy. But cute? There's no other way to describe the cover photo for our Sept. 25, 2000, article on IT pro burnout, featuring then-Credit Suisse IT manager Michael Miller with his son, Mikey, in a matching white shirt and tie. Our cover, "Balance Or Burnout," struck a chord with readers feeling the stress of runaway success. Jobs and bonuses were abundant in September 2000, but the Web had every company dreaming about tech-fueled riches, from dot-coms chasing IPOs to established companies spinning out Web operations. The romantic notion of trading long hours for a stock-option windfall was starting to collide with the reality of failed companies and strained relationships. Job hopping was rampant: A 25-year-old consultant described going to a "portal-software startup" for six months before bouncing back to his old gig. The tech bubble caused some of the burnout, but some of the pressure was here to stay. IT pros lamented how the Web demanded faster development cycles and constant iterations. And since most Web work was customer-facing, "people are given a task and then all of a sudden they have to wait for the marketing people," an IT manager bemoaned. Thirteen years later, and IT's still trying to get its relationship with marketing right.
The Business of Going DigitalDigital business isn't about changing code; it's about changing what legacy sales, distribution, customer service, and product groups do in the new digital age. It's about bringing big data analytics, mobile, social, marketing automation, cloud computing, and the app economy together to launch new products and services. We're seeing new titles in this digital revolution, new responsibilities, new business models, and major shifts in technology spending.
Join InformationWeek’s Lorna Garey and Mike Healey, president of Yeoman Technology Group, an engineering and research firm focused on maximizing technology investments, to discuss the right way to go digital.