http://odeo.com/channels/7956-Enterprise-Leadership-Podcasts-for-the-CIO tparish no Podcasts for the CIO and CTO about technology, business, and the seismic event that happens when they meet. Thought leadership on a range of C-Level topics for those running global enterprise businesses. Podcasts for the CIO and CTO about technology, business, and the seismic event that happens when they meet. Thought leadership on a range of C-Level topics for those running global enterprise businesses. Thought Leadership for the CIO, CTO and CEO en 40 Wed, 11 Nov 2009 10:03:00 -0800 Wed, 11 Nov 2009 10:03:00 -0800 All Rights Reserved Business, management, it, global, Thought, cio,, enterprise,, business,, leadership,, management,, BSM,, IT, Internet Business management it global Thought cio, enterprise, leadership, BSM, http://odeo.com/episodes/25438094-4G-Wireless-Disruptive-Technology-and-What-CIOs-Need-to-Do-Now-Dr-Scott-Snyder Soon, it will be 4G wireless. This technology will not only provide a staggering amount of bandwidth, but it will create new business models, as well as a new platform for innovation. As a result, CIOs to become 4G wireless savvy immediately. That's the advice of Dr. Scott Snyder, author of The New World of Wireless: How to Compete in 4G Revolution. Now let's meet Dr. Snyder, author, professor, and CEO of Decision Strategies International. Every now and then a disruptive technology comes along and dramatically changes the way we live and work. In the mid-1990s it was the Internet and TCP-IP, and in 2000, it was the iPhone. Soon, it will be 4G wireless. Consider, for example, how it could make healthcare more pervasive. A doctor in Africa doesn't need to make a dangerous trip to treat patients at a remote village. With 4G wireless technology, he can treat these patients remotely. Since the 1990s, 3G wireless has been in place, providing us with increasing amounts of bandwidth, speed,... Soon, it will be 4G wireless. This technology will not only provide a staggering amount of bandwidth, but it will create new business models, as well as a new platform for innovation. As a result, CIOs to become 4G wireless savvy immediately. That's the advice of Dr. Scott Snyder, author of The New World of Wireless: How to Compete in 4G Revolution. Now let's meet Dr. Snyder, author, professor, and CEO of Decision Strategies International. Every now and then a disruptive technology comes along and dramatically changes the way we live and work. In the mid-1990s it was the Internet and TCP-IP, and in 2000, it was the iPhone. Soon, it will be 4G wireless. Consider, for example, how it could make healthcare more pervasive. A doctor in Africa doesn't need to make a dangerous trip to treat patients at a remote village. With 4G wireless technology, he can treat these patients remotely. Since the 1990s, 3G wireless has been in place, providing us with increasing amounts of bandwidth, speed, and the ability to download multi-media content in a more efficient way. Dr. Scott Snyder, author of the New World of Wireless: How to Compete in the 4G Revolution, says that many people think of 4G wireless, which is the next logical step in the progression of the technology, as just more bandwidth. "Yes, 4G wireless will offer up to 100 megabits per second to mobile users and one gigabit per second to fixed users. You are talking about a wireless connection that is 50 times faster than what you get in your home broadband connection. This is only part of the story. 4G wireless will provide a new paradigm that will alter the network and the handset, by enabling users to have more control over what type of content they get, and what type of services they can get from any location they might be in around the globe." Snyder adds that user-centric capabilities will be the defining feature of 4G wireless. "Extremely intelligent handsets will have the ability to make decisions on your behalf, just like a remote control for your life. Because it is based on the cloud concept rather than a fixed network, 4G wireless has the capability to follow you around. You will have access to many networks without going back through a network. That's a scary proposition for wireless carriers that make money from people going through their network. This feature enables a whole variety of digital swarms or group behavior. Users can self-organize in this cloud without going through the structure of traditional networks." As CEO of a Decision Strategies, a technology consulting firm, Snyder came across many executives who lacked awareness of what 4G wireless technology could do, not only to their business, but to their industry as a disruptive force and an innovation platform. The need to educate these executives propelled Snyder to write The New World of Wireless. His book is not just about what's happening with the technology, but how this technology could have broader social and business interactions to create new business models, new industries, and transformational type events. Meanwhile, new standards for 4G wireless and experimental handsets loom on the horizon. Even aspects of the iPhone sheds light on what new business models might look like. Snyder says that because these weak signals will explode very fast, CIOs need to prepare for 4G wireless right now. "They need to start building wireless into their organization as a competency to be explored both as a communication platform, but also an innovation platform. They need to put the infrastructure in place to support both platforms and to leverage both to build an ecosystem with their customers, partners, vendors, and even your industry. They have to also start fostering wireless content, connectivity and allowing the digital swarm to take place both in your organization and in your ecosystem." In this podcast, CIOs will learn the following: The top three things they should be doing to prepare for 4G wireless Some of the ways they can innovate around 4G wireless to become more profitable and derive more marketplace, The new business models that 4G wireless will enable, and And the security issues that will confront this technology. Soon, it will be 4G wireless. This technology will not only provide a staggering amount of bandwidth, but it will create new business models, as well as a new platform for innovation. As a result, CIOs to become 4G wireless savvy immediately. That's the advice of Dr. Scott Snyder, author of The New World of Wireless: How to Compete in 4G Revolution. Now let's meet Dr. Snyder, author, professor, and CEO of Decision Strategies International. Every now and then a disruptive technology comes along and dramatically changes the way we live and work. In the mid-1990s it was the Internet and TCP-IP, and in 2000, it was the iPhone. Soon, it will be 4G wireless. Consider, for example, how it could make healthcare more pervasive. A doctor in Africa doesn't need to make a dangerous trip to treat patients at a remote village. With 4G wireless technology, he can treat these patients remotely. Since the 1990s, 3G wireless has been in place, providing us with increasing amounts of bandwidth, speed, and the ability to download multi-media content in a more efficient way. Dr. Scott Snyder, author of the New World of Wireless: How to Compete in the 4G Revolution, says that many people think of 4G wireless, which is the next logical step in the progression of the technology, as just more bandwidth. "Yes, 4G wireless will offer up to 100 megabits per second to mobile users and one gigabit per second to fixed users. You are talking about a wireless connection that is 50 times faster than what you get in your home broadband connection. This is only part of the story. 4G wireless will provide a new paradigm that will alter the network and the handset, by enabling users to have more control over what type of content they get, and what type of services they can get from any location they might be in around the globe." Snyder adds that user-centric capabilities will be the defining feature of 4G wireless. "Extremely intelligent handsets will have the ability to make decisions on your behalf, just like a remote control for your life. Because it is based on the cloud concept rather than a fixed network, 4G wireless has the capability to follow you around. You will have access to many networks without going back through a network. That's a scary proposition for wireless carriers that make money from people going through their network. This feature enables a whole variety of digital swarms or group behavior. Users can self-organize in this cloud without going through the structure of traditional networks." As CEO of a Decision Strategies, a technology consulting firm, Snyder came across many executives who lacked awareness of what 4G wireless technology could do, not only to their business, but to their industry as a disruptive force and an innovation platform. The need to educate these executives propelled Snyder to write The New World of Wireless. His book is not just about what's happening with the technology, but how this technology could have broader social and business interactions to create new business models, new industries, and transformational type events. Meanwhile, new standards for 4G wireless and experimental handsets loom on the horizon. Even aspects of the iPhone sheds light on what new business models might look like. Snyder says that because these weak signals will explode very fast, CIOs need to prepare for 4G wireless right now. "They need to start building wireless into their organization as a competency to be explored both as a communication platform, but also an innovation platform. They need to put the infrastructure in place to support both platforms and to leverage both to build an ecosystem with their customers, partners, vendors, and even your industry. They have to also start fostering wireless content, connectivity and allowing the digital swarm to take place both in your organization and in your ecosystem." In this podcast, CIOs will learn the following: The top three things they should be doing to prepare for 4G wireless Some of the ways they can innovate around 4G wireless to become more profitable and derive more marketplace, The new business models that 4G wireless will enable, and And the security issues that will confront this technology. tag:odeo.com,2009-11-11,25438094 Wed, 11 Nov 2009 10:03:00 -0800 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25413597-Green-IT-Book-Podcast-with-Toby-Velte How does a guy with a Ph.D. in computational neuroscience wind up doing green IT initiatives at Microsoft? He also has co-authored a guidebook called Green IT: Reduce Your Information System's Environmental Impact While Adding to the Bottom Line. I’m talking about Dr. Tony Velte. In this podcast, he offers a concise framework for how you can green everything from your data centers to desktops. He also has co-authored books about cloud computing and virtualization. How let’s meet Dr. Toby Velte, a member of a Microsoft team focused on helping large enterprise groups with their IT strategies. That includes going green. How does a guy with a Ph.D. in computational neuroscience wind up doing green IT initiatives at Microsoft and also co-writing a guidebook called Green IT: Reduce Your Information System's Environmental Impact While Adding to the Bottom Line and the upcoming? Dr. Toby J. Velte’s work in computational neuroscience focused on creating models that were very similar to the w... How does a guy with a Ph.D. in computational neuroscience wind up doing green IT initiatives at Microsoft? He also has co-authored a guidebook called Green IT: Reduce Your Information System's Environmental Impact While Adding to the Bottom Line. I’m talking about Dr. Tony Velte. In this podcast, he offers a concise framework for how you can green everything from your data centers to desktops. He also has co-authored books about cloud computing and virtualization. How let’s meet Dr. Toby Velte, a member of a Microsoft team focused on helping large enterprise groups with their IT strategies. That includes going green. How does a guy with a Ph.D. in computational neuroscience wind up doing green IT initiatives at Microsoft and also co-writing a guidebook called Green IT: Reduce Your Information System's Environmental Impact While Adding to the Bottom Line and the upcoming? Dr. Toby J. Velte’s work in computational neuroscience focused on creating models that were very similar to the widespread enterprise networks found in most large companies and in government agencies. Contacts he made along the way helped him to secure a position at Microsoft helping large enterprise groups with their IT strategies, especially around green IT. Velte’s green IT book provides a roadmap for how you can create a company-wide green IT program starting with your data centers, moving down to desktops, and  empowering individual business units to develop their own IT strategies. He says that the number one problem companies have with moving forward with green IT isn’t the technology or having adequate funds. It’s the people situation.” He urges companies to get all of their stakeholders together to try to understand what the green initiatives are going to look like at the end of the day, and how do they plan to measure success. Next, companies need to measure everything starting with power consumption. “Most companies don’t have the metrics in place. People need to understand what they have and what they are consuming. “ Once companies know what outcomes they want to achieve, then it’s time to execute the green IT program as if it were another IT initiative. In most companies, green IT begins in the data center. In fact, that’s where it began at Microsoft. When Microsoft built its new data center outside of Quincy, Washington, it supplemented reliance on the power grid by use of water power. Meanwhile, virtualization and cloud computing can also cut down on a data center’s power consumption. He says, “By moving business process out to the cloud, you are really turning over the power consumption issue to the service provider. With virtualization, can you eliminate the servers with low utilization, say around 15 percent, by moving those applications to virtualized servers. You can achieve upwards of 80 percent utilization with fewer servers.” In this podcast, Velte talks about some of the practical measurements you can take to make sure your desktops and data centers are green, the ways you can translate those metrics into meaningful results, the steps you can take to reduce your reliance on the power grid, and a plan companies can follow to stay green. How does a guy with a Ph.D. in computational neuroscience wind up doing green IT initiatives at Microsoft? He also has co-authored a guidebook called Green IT: Reduce Your Information System's Environmental Impact While Adding to the Bottom Line. I’m talking about Dr. Tony Velte. In this podcast, he offers a concise framework for how you can green everything from your data centers to desktops. He also has co-authored books about cloud computing and virtualization. How let’s meet Dr. Toby Velte, a member of a Microsoft team focused on helping large enterprise groups with their IT strategies. That includes going green. How does a guy with a Ph.D. in computational neuroscience wind up doing green IT initiatives at Microsoft and also co-writing a guidebook called Green IT: Reduce Your Information System's Environmental Impact While Adding to the Bottom Line and the upcoming? Dr. Toby J. Velte’s work in computational neuroscience focused on creating models that were very similar to the widespread enterprise networks found in most large companies and in government agencies. Contacts he made along the way helped him to secure a position at Microsoft helping large enterprise groups with their IT strategies, especially around green IT. Velte’s green IT book provides a roadmap for how you can create a company-wide green IT program starting with your data centers, moving down to desktops, and  empowering individual business units to develop their own IT strategies. He says that the number one problem companies have with moving forward with green IT isn’t the technology or having adequate funds. It’s the people situation.” He urges companies to get all of their stakeholders together to try to understand what the green initiatives are going to look like at the end of the day, and how do they plan to measure success. Next, companies need to measure everything starting with power consumption. “Most companies don’t have the metrics in place. People need to understand what they have and what they are consuming. “ Once companies know what outcomes they want to achieve, then it’s time to execute the green IT program as if it were another IT initiative. In most companies, green IT begins in the data center. In fact, that’s where it began at Microsoft. When Microsoft built its new data center outside of Quincy, Washington, it supplemented reliance on the power grid by use of water power. Meanwhile, virtualization and cloud computing can also cut down on a data center’s power consumption. He says, “By moving business process out to the cloud, you are really turning over the power consumption issue to the service provider. With virtualization, can you eliminate the servers with low utilization, say around 15 percent, by moving those applications to virtualized servers. You can achieve upwards of 80 percent utilization with fewer servers.” In this podcast, Velte talks about some of the practical measurements you can take to make sure your desktops and data centers are green, the ways you can translate those metrics into meaningful results, the steps you can take to reduce your reliance on the power grid, and a plan companies can follow to stay green. tag:odeo.com,2009-11-06,25413597 Fri, 06 Nov 2009 09:50:00 -0800 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25390193-Constructing-an-Effective-Future-Enterprise-Projects-Roadmap-for-IT-Gerald-Shields-Aflac%E2%80%99s-CIO In this podcast Shields talks about how this roadmap closed the gap between a project’s initial budget and its real cost. Now let’s join Gerald Shield, senior vice president and CIO of Alfac. Who would think that TV commercial featuring the antics of a wisecracking duck could improve a company’s brand recognition by 90 percent?  That’s what a few quacks did for Aflac, a Fortune 500 disability insurance company.  Now, Aflac associates have no trouble getting accepted into new business accounts. The payoff has meant a double digit annual growth rate since 2003, and there’s no end in sight. For 2008, Aflac had revenue of about $16.5 billion and more than 8,000 employees. The company insured more than40 million people in North American and Japan. Of course, Aflac isn’t resting on Nielsen ratings from the TV commercials to stay competitive. Accelerating growth continue to drive IT to find ways key departments can provide better value and services to external customers. In fact,... In this podcast Shields talks about how this roadmap closed the gap between a project’s initial budget and its real cost. Now let’s join Gerald Shield, senior vice president and CIO of Alfac. Who would think that TV commercial featuring the antics of a wisecracking duck could improve a company’s brand recognition by 90 percent?  That’s what a few quacks did for Aflac, a Fortune 500 disability insurance company.  Now, Aflac associates have no trouble getting accepted into new business accounts. The payoff has meant a double digit annual growth rate since 2003, and there’s no end in sight. For 2008, Aflac had revenue of about $16.5 billion and more than 8,000 employees. The company insured more than40 million people in North American and Japan. Of course, Aflac isn’t resting on Nielsen ratings from the TV commercials to stay competitive. Accelerating growth continue to drive IT to find ways key departments can provide better value and services to external customers. In fact, in 2008, Gerald Shields, Aflac’s senior vice president and CIO, received an InfoWorld CTO 25 for adding a future IT projects roadmap into the company’s existing IT governance process. Shields says that this roadmap has helped to close the gap between a project’s initial budget and its real cost.” During Shield’s tenure, both Computerworld and InformationWeek 500 have consistently named Aflac as one of the Best Places to Work in IT. Meanwhile, he was also selected as one of Computerworld’s 100 Premier CIOs for 2006. In this podcast, Shields talks about the following:  ·        How the future IT projects roadmap has helped to improve IT’s relationship with the CIO, ·        What payoffs the company has received from doing this type of roadmap, ·        How the future IT projects roadmap has changed the governance process, ·        What other CIOs can learn from the Aflac experience, ·        How Shield’s measures and communicates the business impact of IT to Aflac’s constituents. In this podcast Shields talks about how this roadmap closed the gap between a project’s initial budget and its real cost. Now let’s join Gerald Shield, senior vice president and CIO of Alfac. Who would think that TV commercial featuring the antics of a wisecracking duck could improve a company’s brand recognition by 90 percent?  That’s what a few quacks did for Aflac, a Fortune 500 disability insurance company.  Now, Aflac associates have no trouble getting accepted into new business accounts. The payoff has meant a double digit annual growth rate since 2003, and there’s no end in sight. For 2008, Aflac had revenue of about $16.5 billion and more than 8,000 employees. The company insured more than40 million people in North American and Japan. Of course, Aflac isn’t resting on Nielsen ratings from the TV commercials to stay competitive. Accelerating growth continue to drive IT to find ways key departments can provide better value and services to external customers. In fact, in 2008, Gerald Shields, Aflac’s senior vice president and CIO, received an InfoWorld CTO 25 for adding a future IT projects roadmap into the company’s existing IT governance process. Shields says that this roadmap has helped to close the gap between a project’s initial budget and its real cost.” During Shield’s tenure, both Computerworld and InformationWeek 500 have consistently named Aflac as one of the Best Places to Work in IT. Meanwhile, he was also selected as one of Computerworld’s 100 Premier CIOs for 2006. In this podcast, Shields talks about the following:  ·        How the future IT projects roadmap has helped to improve IT’s relationship with the CIO, ·        What payoffs the company has received from doing this type of roadmap, ·        How the future IT projects roadmap has changed the governance process, ·        What other CIOs can learn from the Aflac experience, ·        How Shield’s measures and communicates the business impact of IT to Aflac’s constituents. tag:odeo.com,2009-10-27,25390193 Tue, 27 Oct 2009 10:02:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25359835-Guidelines-for-Building-a-Flexible-Technology-Architecture-Andy-Mulholland-CTO-of-Capgemini In this podcast, Andy Mulholland, Capgemini’s CTO, provides guidelines for how IT organizations can transition from monolithic applications to more flexible, granular technology architectures. He also talks about the Web services technologies in his books, Mashup Corporations, and Mesh Collaboration. Now let’s join Andy Mulholland, CTO of Capgemini, one of the world’s largest IT consulting firms. Andy Mulholland, the CTO of the Capgemini, one of the world’s largest IT consulting firms, will be the first to tell you that large, monolithic software applications are inflexible and demand conformity.  For years, he says that IT organizations wrote business applications to follow this departmental, monolithic model. “Because of technical constraints, if a company did not think through everything it needed from the application and build it into this at the beginning, it became hard to do anything about it later. As a result, companies ended up with these monolithic applications that ... In this podcast, Andy Mulholland, Capgemini’s CTO, provides guidelines for how IT organizations can transition from monolithic applications to more flexible, granular technology architectures. He also talks about the Web services technologies in his books, Mashup Corporations, and Mesh Collaboration. Now let’s join Andy Mulholland, CTO of Capgemini, one of the world’s largest IT consulting firms. Andy Mulholland, the CTO of the Capgemini, one of the world’s largest IT consulting firms, will be the first to tell you that large, monolithic software applications are inflexible and demand conformity.  For years, he says that IT organizations wrote business applications to follow this departmental, monolithic model. “Because of technical constraints, if a company did not think through everything it needed from the application and build it into this at the beginning, it became hard to do anything about it later. As a result, companies ended up with these monolithic applications that covered all possibilities.” Today, Mulholland says that we are starting to see enterprises return to their core businesses, and to spin off what doesn’t fit. Along with that, the evolution toward Web services is really about how every department in an organization can create its own flexible shared services. He says that companies have to move from monolithic applications to more granular services. “The only way to do that quickly and efficiently is with nimble applications which operate flexibly off a data set and that provide a single version of a particular company’s truth.” Mulholland is not suggesting that companies abandon their monolithic applications. He says, “Monolithic applications are great for capturing and protecting data about what companies do. But there is focus on how marketing can be better done, how to better understand customers, and how to build Web services that drive revenue. He points to the ability of companies, such as DHL, FedEx, and UPS, to be service   oriented in the front office, but to have a consolidated architecture in the back office. . In this podcast, Mulholland, provides guidelines for how IT organizations can make the transition from building monolithic applications to more flexible, granular technology architectures. He also talks about the Web services technologies in his books, Mashup Corporations, and Mesh Collaboration. In this podcast, Andy Mulholland, Capgemini’s CTO, provides guidelines for how IT organizations can transition from monolithic applications to more flexible, granular technology architectures. He also talks about the Web services technologies in his books, Mashup Corporations, and Mesh Collaboration. Now let’s join Andy Mulholland, CTO of Capgemini, one of the world’s largest IT consulting firms. Andy Mulholland, the CTO of the Capgemini, one of the world’s largest IT consulting firms, will be the first to tell you that large, monolithic software applications are inflexible and demand conformity.  For years, he says that IT organizations wrote business applications to follow this departmental, monolithic model. “Because of technical constraints, if a company did not think through everything it needed from the application and build it into this at the beginning, it became hard to do anything about it later. As a result, companies ended up with these monolithic applications that covered all possibilities.” Today, Mulholland says that we are starting to see enterprises return to their core businesses, and to spin off what doesn’t fit. Along with that, the evolution toward Web services is really about how every department in an organization can create its own flexible shared services. He says that companies have to move from monolithic applications to more granular services. “The only way to do that quickly and efficiently is with nimble applications which operate flexibly off a data set and that provide a single version of a particular company’s truth.” Mulholland is not suggesting that companies abandon their monolithic applications. He says, “Monolithic applications are great for capturing and protecting data about what companies do. But there is focus on how marketing can be better done, how to better understand customers, and how to build Web services that drive revenue. He points to the ability of companies, such as DHL, FedEx, and UPS, to be service   oriented in the front office, but to have a consolidated architecture in the back office. . In this podcast, Mulholland, provides guidelines for how IT organizations can make the transition from building monolithic applications to more flexible, granular technology architectures. He also talks about the Web services technologies in his books, Mashup Corporations, and Mesh Collaboration. tag:odeo.com,2009-10-22,25359835 Thu, 22 Oct 2009 16:04:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25299151-How-Insightful-CIOs-Achieve-Business-Impact-of-IT-Ashwin-Rangan-Former-Walmart-com-CIO In this podcast, Ashwin Rangan, now the chief technology information for MarketShare Partners, talks about what it takes for a CIO to achieve business impact of IT.  Now let’s meet Ashwin Rangan.   He has capsulated his experience in a book called, Tomorrow’s CIO: Strategic Executive Conversations    After becoming CIO of Walmart.com in 2005, Rangan had the challenge of making sure that the online store stayed up and running around the clock. He said, “It had experienced a number of unexpected outages. My challenge also included carrying out the value proposition of the Wal-Mart store brand – Always Low prices, Always, and Save More, Live Better. When you shop at Wal-Mart, either in the stores or online, we guarantee that your purchases will cost less than if you bought the same goods from another source.”   Once Rangan’s team got through taking the necessary remedial steps, the online store just wasn’t opened all of the time, but it could also scale si... In this podcast, Ashwin Rangan, now the chief technology information for MarketShare Partners, talks about what it takes for a CIO to achieve business impact of IT.  Now let’s meet Ashwin Rangan.   He has capsulated his experience in a book called, Tomorrow’s CIO: Strategic Executive Conversations    After becoming CIO of Walmart.com in 2005, Rangan had the challenge of making sure that the online store stayed up and running around the clock. He said, “It had experienced a number of unexpected outages. My challenge also included carrying out the value proposition of the Wal-Mart store brand – Always Low prices, Always, and Save More, Live Better. When you shop at Wal-Mart, either in the stores or online, we guarantee that your purchases will cost less than if you bought the same goods from another source.”   Once Rangan’s team got through taking the necessary remedial steps, the online store just wasn’t opened all of the time, but it could also scale significantly to handle peak periods. In fact, on the day after Thanksgiving in 2005, Walmart.com surpassed amazon.com as the site with the highest traffic in the e-commerce space. Rangan says, “We had more than 3.5 percent of the nation’s population shopping the store on that day. It was a proud day for all of us.”     The following year, the Arkansas team asked Rangan and his team to create a global dot.com format. The transformative nature of the project would position Wal-Mart has having both a bricks and mortar and online presence in 12 different countries, including Canada, Mexico, the five countries in Central America, Brazil, Japan, the UK, Germany and Korea. He says, “The key question was how to institutionalize the largest brand in the brand world by turning the initial dot.com format into a global format. We had the challenge of ensuring a single format with multi-language, multi-fluencies, and multi-distribution capabilities. We also had to spearhead the global format from incubation to inception to proof of concept.”     In 2007, Rangan’s team proved that the online global format would work.  He said, “We blueprinted the entire concept so that it would be carried out over the next couple of years. Like Walmart.com, our global online store was another transformative initiative for this major brand.”   Although Rangan officially retired from being a CIO in 2008, he is still creating business impact of IT, as well as communicating how other CIOs can achieve it. He is currently the chief information technology officer for MarketShare Partners, an industry leading analytics firm that makes marketing more measurable and accountable than never before. He says, “We are enabling some of the largest brands in the world to determine how best to make their investment decisions, and how to measure these investments. In addition to his role at MarketShare Partners, Rangan has also written a book, called Tomorrow’s CIO: Strategic Executive Conversations. Rob Carter, the global CIO for Fedex, says that Rangan puts forth “much sound advice around how to navigate this complex and continuously changing space [of IT].” In this podcast, Ashwin Rangan, now the chief technology information for MarketShare Partners, talks about what it takes for a CIO to achieve business impact of IT.  Now let’s meet Ashwin Rangan.   He has capsulated his experience in a book called, Tomorrow’s CIO: Strategic Executive Conversations    After becoming CIO of Walmart.com in 2005, Rangan had the challenge of making sure that the online store stayed up and running around the clock. He said, “It had experienced a number of unexpected outages. My challenge also included carrying out the value proposition of the Wal-Mart store brand – Always Low prices, Always, and Save More, Live Better. When you shop at Wal-Mart, either in the stores or online, we guarantee that your purchases will cost less than if you bought the same goods from another source.”   Once Rangan’s team got through taking the necessary remedial steps, the online store just wasn’t opened all of the time, but it could also scale significantly to handle peak periods. In fact, on the day after Thanksgiving in 2005, Walmart.com surpassed amazon.com as the site with the highest traffic in the e-commerce space. Rangan says, “We had more than 3.5 percent of the nation’s population shopping the store on that day. It was a proud day for all of us.”     The following year, the Arkansas team asked Rangan and his team to create a global dot.com format. The transformative nature of the project would position Wal-Mart has having both a bricks and mortar and online presence in 12 different countries, including Canada, Mexico, the five countries in Central America, Brazil, Japan, the UK, Germany and Korea. He says, “The key question was how to institutionalize the largest brand in the brand world by turning the initial dot.com format into a global format. We had the challenge of ensuring a single format with multi-language, multi-fluencies, and multi-distribution capabilities. We also had to spearhead the global format from incubation to inception to proof of concept.”     In 2007, Rangan’s team proved that the online global format would work.  He said, “We blueprinted the entire concept so that it would be carried out over the next couple of years. Like Walmart.com, our global online store was another transformative initiative for this major brand.”   Although Rangan officially retired from being a CIO in 2008, he is still creating business impact of IT, as well as communicating how other CIOs can achieve it. He is currently the chief information technology officer for MarketShare Partners, an industry leading analytics firm that makes marketing more measurable and accountable than never before. He says, “We are enabling some of the largest brands in the world to determine how best to make their investment decisions, and how to measure these investments. In addition to his role at MarketShare Partners, Rangan has also written a book, called Tomorrow’s CIO: Strategic Executive Conversations. Rob Carter, the global CIO for Fedex, says that Rangan puts forth “much sound advice around how to navigate this complex and continuously changing space [of IT].” tag:odeo.com,2009-10-16,25299151 Fri, 16 Oct 2009 10:34:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25102586-Developing-Smart-Grid-Technology-for-a-Public-Utility-with-Andres-Carvallo-CIO-of-Austin-Energy Despite the economy, Austin, Texas, has seen a spike in major businesses, such as google.com and Hewlett-Packard, moving into the area, as well as more people relocating there to find jobs. Meanwhile, Austin Energy, the nation’s ninth largest community-owned electric utility, is making sure it can meet the power demands of its one million residential customers and 41,000 businesses, and continues to return more than $1.5 billion in profits back to the community. If all goes as planned, Austin Energy could become the country’s first electrical utility to deliver Smart Grid technology. A Smart Grid delivers electricity from suppliers to consumers using digital technology to save energy, reduce cost, and increase reliability and transparency.       Perhaps, the credit for putting Austin Energy on its Smart Grid journey belongs to Andres Carvallo, the organization’s CIO. In fact, this year Computerworld Honors Program’s recognized the outstanding significance of Carvallo’... Despite the economy, Austin, Texas, has seen a spike in major businesses, such as google.com and Hewlett-Packard, moving into the area, as well as more people relocating there to find jobs. Meanwhile, Austin Energy, the nation’s ninth largest community-owned electric utility, is making sure it can meet the power demands of its one million residential customers and 41,000 businesses, and continues to return more than $1.5 billion in profits back to the community. If all goes as planned, Austin Energy could become the country’s first electrical utility to deliver Smart Grid technology. A Smart Grid delivers electricity from suppliers to consumers using digital technology to save energy, reduce cost, and increase reliability and transparency.       Perhaps, the credit for putting Austin Energy on its Smart Grid journey belongs to Andres Carvallo, the organization’s CIO. In fact, this year Computerworld Honors Program’s recognized the outstanding significance of Carvallo’s Smart Grid work in the energy field. Carvallo just could become the first CIO to deliver the country’s first Smart Grid for a public utility.   The genesis for the Smart Grid began in 2003 when Carvallo was working on automation and efficiency and optimization of the business. In 2004, after reading the Electric Power Research Institute’s white paper on the Intelligrid, Carvallo thought it would be possible to use similar technology for Austin Energy. In fact, not wanting to infringe on the Intelligrid trademark, he coined the term Smart Grid.    In 2007, he gave his first speech about the Smart Grid. With the support of executive management, Carvallo’s team began working on Austin Energy’s Smart Grid, which seamlessly integrates four disciplines: energy, communications, software, and hardware.   He says, “Together these four disciplines help to redefine how we generate, distribute, and consume electricity. The project goes beyond how we collect data and move it, and how safely we do it. The decisions will be able to make about that data will affect production, distribution, and consumption of energy, from turning on and off devices, to managing plug-in hybrid electric vehicles in the house. “   Of course, as a public utility Austin Energy must abide by the North American Electrical Reliability Council’s standards and regulations for infrastructure protection and cyber security. Carvallo says, “We will become compliant this year.” Meanwhile, he has been one of eight people working on the National Institute of Standards and Technology’s cyber security standards for Smart Grids. He says, “We are awaiting the publication of the interim Smart Grid standards.” Despite the economy, Austin, Texas, has seen a spike in major businesses, such as google.com and Hewlett-Packard, moving into the area, as well as more people relocating there to find jobs. Meanwhile, Austin Energy, the nation’s ninth largest community-owned electric utility, is making sure it can meet the power demands of its one million residential customers and 41,000 businesses, and continues to return more than $1.5 billion in profits back to the community. If all goes as planned, Austin Energy could become the country’s first electrical utility to deliver Smart Grid technology. A Smart Grid delivers electricity from suppliers to consumers using digital technology to save energy, reduce cost, and increase reliability and transparency.       Perhaps, the credit for putting Austin Energy on its Smart Grid journey belongs to Andres Carvallo, the organization’s CIO. In fact, this year Computerworld Honors Program’s recognized the outstanding significance of Carvallo’s Smart Grid work in the energy field. Carvallo just could become the first CIO to deliver the country’s first Smart Grid for a public utility.   The genesis for the Smart Grid began in 2003 when Carvallo was working on automation and efficiency and optimization of the business. In 2004, after reading the Electric Power Research Institute’s white paper on the Intelligrid, Carvallo thought it would be possible to use similar technology for Austin Energy. In fact, not wanting to infringe on the Intelligrid trademark, he coined the term Smart Grid.    In 2007, he gave his first speech about the Smart Grid. With the support of executive management, Carvallo’s team began working on Austin Energy’s Smart Grid, which seamlessly integrates four disciplines: energy, communications, software, and hardware.   He says, “Together these four disciplines help to redefine how we generate, distribute, and consume electricity. The project goes beyond how we collect data and move it, and how safely we do it. The decisions will be able to make about that data will affect production, distribution, and consumption of energy, from turning on and off devices, to managing plug-in hybrid electric vehicles in the house. “   Of course, as a public utility Austin Energy must abide by the North American Electrical Reliability Council’s standards and regulations for infrastructure protection and cyber security. Carvallo says, “We will become compliant this year.” Meanwhile, he has been one of eight people working on the National Institute of Standards and Technology’s cyber security standards for Smart Grids. He says, “We are awaiting the publication of the interim Smart Grid standards.” tag:odeo.com,2009-09-09,25102586 Wed, 09 Sep 2009 12:30:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25026076-Tutorial-on-Data-Center-Transformation-to-Increase-Business-Value-John-Bennett-of-Hewlett-Packard Transforming the data center to provide better business value ranks as a high priority for CIOs this year, according to a survey done by Hewlett-Packard. John Bennett, HP’s worldwide director of data center transformation solutions, says that CIOs face two data center transformation challenges – aging facilities, and refocusing of IT’s priorities away from just managing an infrastructure. He says, “The average data center is more than 25 years old and was not designed to meet the needs of an infrastructure that needs to deploy applications on demand. Meanwhile, IT organizations need to provide an applications environment that more closely aligns with the business, and to spend more of the IT budget on business priorities, management, and maintenance. “ In this tutorial, Bennett helps CIOs to make the business case for a data center transformation based on the simple philosophy: “spend to save to spend to grow.” He says that much of the infrastructure work can be self-funding as a re... Transforming the data center to provide better business value ranks as a high priority for CIOs this year, according to a survey done by Hewlett-Packard. John Bennett, HP’s worldwide director of data center transformation solutions, says that CIOs face two data center transformation challenges – aging facilities, and refocusing of IT’s priorities away from just managing an infrastructure. He says, “The average data center is more than 25 years old and was not designed to meet the needs of an infrastructure that needs to deploy applications on demand. Meanwhile, IT organizations need to provide an applications environment that more closely aligns with the business, and to spend more of the IT budget on business priorities, management, and maintenance. “ In this tutorial, Bennett helps CIOs to make the business case for a data center transformation based on the simple philosophy: “spend to save to spend to grow.” He says that much of the infrastructure work can be self-funding as a result of cost savings.  “However, to accomplish this, you need to do more than talk about return on investment or total cost of ownership. You also need to make sure this transformation is aligned, supported, or connected to the overall business strategy, as well as the stakeholders’ plans that comprise the strategy. Because a transformation of this type can range in the tens of millions of dollars, CIOs also need to align the project with the internal financial measurements and the resources of the business. After all, you’re competing with other projects that want some of those dollars. Even if you get approval from the board or executive management, the project won’t go as intended unless you have done your homework.” HP has earned its bragging rights when it comes to how to handle a data center transformation. In early 2000, HP found itself with about 85 data centers around the world, along with a 1,000 server rooms, and more than 5,000 applications. Bennett says, “Every time we acquired a company, such as Compaq, we inherited more data centers.”  When Randy Mott, the current CIO joined HP, he immediately got the board’s approval to undertake a three-year IT transformation project, which included consolidating the data centers and standardizing the infrastructure. The company put three data centers in place (each one tied to a backup site), doubled storage capacity, tripled network bandwidth, and improved disaster recovery and business continuity. Bennett says, “We reduced our total IT spending from four percent to two percent of revenue. We reduced energy consumption by 60 percent, and networking costs by 50 percent. Overall, we improved our capability to execute on mergers and acquisitions. We now can assimilate or acquire an organization and make it part of HP very quickly. Transforming the data center to provide better business value ranks as a high priority for CIOs this year, according to a survey done by Hewlett-Packard. John Bennett, HP’s worldwide director of data center transformation solutions, says that CIOs face two data center transformation challenges – aging facilities, and refocusing of IT’s priorities away from just managing an infrastructure. He says, “The average data center is more than 25 years old and was not designed to meet the needs of an infrastructure that needs to deploy applications on demand. Meanwhile, IT organizations need to provide an applications environment that more closely aligns with the business, and to spend more of the IT budget on business priorities, management, and maintenance. “ In this tutorial, Bennett helps CIOs to make the business case for a data center transformation based on the simple philosophy: “spend to save to spend to grow.” He says that much of the infrastructure work can be self-funding as a result of cost savings.  “However, to accomplish this, you need to do more than talk about return on investment or total cost of ownership. You also need to make sure this transformation is aligned, supported, or connected to the overall business strategy, as well as the stakeholders’ plans that comprise the strategy. Because a transformation of this type can range in the tens of millions of dollars, CIOs also need to align the project with the internal financial measurements and the resources of the business. After all, you’re competing with other projects that want some of those dollars. Even if you get approval from the board or executive management, the project won’t go as intended unless you have done your homework.” HP has earned its bragging rights when it comes to how to handle a data center transformation. In early 2000, HP found itself with about 85 data centers around the world, along with a 1,000 server rooms, and more than 5,000 applications. Bennett says, “Every time we acquired a company, such as Compaq, we inherited more data centers.”  When Randy Mott, the current CIO joined HP, he immediately got the board’s approval to undertake a three-year IT transformation project, which included consolidating the data centers and standardizing the infrastructure. The company put three data centers in place (each one tied to a backup site), doubled storage capacity, tripled network bandwidth, and improved disaster recovery and business continuity. Bennett says, “We reduced our total IT spending from four percent to two percent of revenue. We reduced energy consumption by 60 percent, and networking costs by 50 percent. Overall, we improved our capability to execute on mergers and acquisitions. We now can assimilate or acquire an organization and make it part of HP very quickly. tag:odeo.com,2009-08-26,25026076 Wed, 26 Aug 2009 10:39:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24994307-Expanding-the-Use-of-Web-2-0-Technologies-to-Drive-Business-Value-Paul-Heller-Vanguard-Group%E2%80%99s-CIO The Vanguard Group, one of the largest mutual funds companies in the country, has managed to live up to its name for the past 35 years. Today, Vanguard manages about $1.1 trillion in assets with roughly the same amount of employees it has had for the past decade. Vanguard also differs greatly from its publicly traded competitors, such as Fidelity Investments. Vanguard’s customers – both retail and institutional -- literally own the company. Eighty percent of Vanguard’s business takes place through its various Web sites. The rest of the business occurs either via the telephone or mail. By leveraging its unique structure and technology prowess, Vanguard has some of the lowest management fees of any mutual fund company.  Paul Heller, Vanguard’s CIO, says that technology enables the company to focus on its core mission – preserving and creating wealth for customers.   In 2007, Vanguard received an annual InformationWeek 500 award for being the third best and most innovative co... The Vanguard Group, one of the largest mutual funds companies in the country, has managed to live up to its name for the past 35 years. Today, Vanguard manages about $1.1 trillion in assets with roughly the same amount of employees it has had for the past decade. Vanguard also differs greatly from its publicly traded competitors, such as Fidelity Investments. Vanguard’s customers – both retail and institutional -- literally own the company. Eighty percent of Vanguard’s business takes place through its various Web sites. The rest of the business occurs either via the telephone or mail. By leveraging its unique structure and technology prowess, Vanguard has some of the lowest management fees of any mutual fund company.  Paul Heller, Vanguard’s CIO, says that technology enables the company to focus on its core mission – preserving and creating wealth for customers.   In 2007, Vanguard received an annual InformationWeek 500 award for being the third best and most innovative company in the country. At that time, the company unveiled its $10 million portal which gives employees better tools to facilitate communications with each other. Much has happened in the past two years. Heller says that the company has expanded its use of Web 2.0 tools both for employees and customers. He says, “For years, we have been hosting e-meetings with our institutional customers. We are now doing this on the retail side where we will invite 25,000 people to a meeting on a specific topic. They can see each others’ questions. “ The Vanguard Group, one of the largest mutual funds companies in the country, has managed to live up to its name for the past 35 years. Today, Vanguard manages about $1.1 trillion in assets with roughly the same amount of employees it has had for the past decade. Vanguard also differs greatly from its publicly traded competitors, such as Fidelity Investments. Vanguard’s customers – both retail and institutional -- literally own the company. Eighty percent of Vanguard’s business takes place through its various Web sites. The rest of the business occurs either via the telephone or mail. By leveraging its unique structure and technology prowess, Vanguard has some of the lowest management fees of any mutual fund company.  Paul Heller, Vanguard’s CIO, says that technology enables the company to focus on its core mission – preserving and creating wealth for customers.   In 2007, Vanguard received an annual InformationWeek 500 award for being the third best and most innovative company in the country. At that time, the company unveiled its $10 million portal which gives employees better tools to facilitate communications with each other. Much has happened in the past two years. Heller says that the company has expanded its use of Web 2.0 tools both for employees and customers. He says, “For years, we have been hosting e-meetings with our institutional customers. We are now doing this on the retail side where we will invite 25,000 people to a meeting on a specific topic. They can see each others’ questions. “ tag:odeo.com,2009-08-20,24994307 Thu, 20 Aug 2009 10:49:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24964592-A-Tactical-Plan-for-Deploying-External-Social-Media-Dave-Evans-Social-Media-Strategist-Author Whether you are a chief information officer or a chief marketing officer, you need to know how to leverage technology, especially social media, to understand how customers perceive your brand both positively and negatively, and what changes you need to make to your products to get more positive responses. You have the challenge of influencing 1,000s of daily online conversations you can’t control. After all, these aren’t your conversations. Dave Evans, a social media strategist and author of Social Media Marketing – an Hour a Day, says that you need to create an external social media experience that your customers will talk about in a way that invokes others to buy your products. He adds, “This is a big change from asking your advertising agency to change the message because customers’ aren’t getting it. “ Evans’s social media strategy firm, Digital Voodoo, has helped many well-known companies come to grips with the impact of social media, and to recommend changes to their brand, pr... Whether you are a chief information officer or a chief marketing officer, you need to know how to leverage technology, especially social media, to understand how customers perceive your brand both positively and negatively, and what changes you need to make to your products to get more positive responses. You have the challenge of influencing 1,000s of daily online conversations you can’t control. After all, these aren’t your conversations. Dave Evans, a social media strategist and author of Social Media Marketing – an Hour a Day, says that you need to create an external social media experience that your customers will talk about in a way that invokes others to buy your products. He adds, “This is a big change from asking your advertising agency to change the message because customers’ aren’t getting it. “ Evans’s social media strategy firm, Digital Voodoo, has helped many well-known companies come to grips with the impact of social media, and to recommend changes to their brand, product, or service to position it for success using external social media. Take the work Evan’s firm did for Meredith Publishing, which produces well-known magazines such as Parents, Better Homes and Gardens, and More. His firm created a strong engagement between Meredith’s individual print and online subject subscribers via the content discussions which they engaged. He says, “We gauged success in terms of page views –the base line indicator for publishers– and the size of the community as it grew over time.” Evan’s following as a social media marketing strategist caught the eye of John Wiley & Sons. He was asked to write a book to fit into Wiley’s An Hour a Day series. Unlike other social media marketing books, Evans’  book provides a daily plan for how you can approach social media both strategically and tactically. For example, in one exercise, he tells you to go to IBM’s blog and read about the policies for selecting bloggers. He says, “If you don’t have the right social media strategy, you’ll wander all over the place. On the other hand, having the strategy right doesn’t mean you can turn the job over to the operational side of your business and say, ‘Now go to do this.’ The book allows you to select the things you want to work on.”  Whether you are a chief information officer or a chief marketing officer, you need to know how to leverage technology, especially social media, to understand how customers perceive your brand both positively and negatively, and what changes you need to make to your products to get more positive responses. You have the challenge of influencing 1,000s of daily online conversations you can’t control. After all, these aren’t your conversations. Dave Evans, a social media strategist and author of Social Media Marketing – an Hour a Day, says that you need to create an external social media experience that your customers will talk about in a way that invokes others to buy your products. He adds, “This is a big change from asking your advertising agency to change the message because customers’ aren’t getting it. “ Evans’s social media strategy firm, Digital Voodoo, has helped many well-known companies come to grips with the impact of social media, and to recommend changes to their brand, product, or service to position it for success using external social media. Take the work Evan’s firm did for Meredith Publishing, which produces well-known magazines such as Parents, Better Homes and Gardens, and More. His firm created a strong engagement between Meredith’s individual print and online subject subscribers via the content discussions which they engaged. He says, “We gauged success in terms of page views –the base line indicator for publishers– and the size of the community as it grew over time.” Evan’s following as a social media marketing strategist caught the eye of John Wiley & Sons. He was asked to write a book to fit into Wiley’s An Hour a Day series. Unlike other social media marketing books, Evans’  book provides a daily plan for how you can approach social media both strategically and tactically. For example, in one exercise, he tells you to go to IBM’s blog and read about the policies for selecting bloggers. He says, “If you don’t have the right social media strategy, you’ll wander all over the place. On the other hand, having the strategy right doesn’t mean you can turn the job over to the operational side of your business and say, ‘Now go to do this.’ The book allows you to select the things you want to work on.”  tag:odeo.com,2009-08-14,24964592 Fri, 14 Aug 2009 13:12:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24944269-Tactics-Tools-and-Strategies-for-Business-Success-Lon-Safko-co-author-of-The-Social-Media-Bible Renaissance man best describes Lon Safko. He is an author, inventor, entrepreneur, motivational speaker, and executive coach. He created the first computer to save a human life. The Smithsonian in Washington, D.C. houses that computer, 17 of Safko’s other inventions, and his more than 30,000 papers. Safko’s latest endeavor is social media. In fact, he co-authored The Social Media Bible: Tactics, Tools, and Strategies for Business Success. This 844-page tome became the largest and most comprehensive publishing effort in John Wiley & Sons’ 202 year history. Safko says The Social Media Bible came about because the business community wanted something more comprehensive than just another vertical business book. He says, “When we asked the business community what they wanted – they told us ‘a resource that explains all of this stuff that we've been hearing about, , , , , yeah, what are people talking about with their blogs and tweets anyway?’ They just wanted to be part of the convers... Renaissance man best describes Lon Safko. He is an author, inventor, entrepreneur, motivational speaker, and executive coach. He created the first computer to save a human life. The Smithsonian in Washington, D.C. houses that computer, 17 of Safko’s other inventions, and his more than 30,000 papers. Safko’s latest endeavor is social media. In fact, he co-authored The Social Media Bible: Tactics, Tools, and Strategies for Business Success. This 844-page tome became the largest and most comprehensive publishing effort in John Wiley & Sons’ 202 year history. Safko says The Social Media Bible came about because the business community wanted something more comprehensive than just another vertical business book. He says, “When we asked the business community what they wanted – they told us ‘a resource that explains all of this stuff that we've been hearing about, , , , , yeah, what are people talking about with their blogs and tweets anyway?’ They just wanted to be part of the conversation, and have someone explain it in their terms.” Obviously with a topic as constantly moving as social media, no single person could be the expert on it all. Safko and his co-author David K. Brake determined the best way to become the definitive voice is to let others speak. Safko says, “We spent the better part of a year researching, interviewing, connecting and having conversations with 100 of experts from all aspects of the social media movement. We began the task of aggregating and editing thousands of blog posts, vlogs, podcasts, wikis, emails, interviews, presentations, and more – all with permission of course – and all from real life residents of this realm we call social media.” As a result, the book offers vignettes and essays from luminaries such as Biz Stone, co-founder of www.twitter.com; Vinton Cerf, father of the Internet and futurist; and Peter Booth Wiley, chairman of the board of John Wiley & Sons. Renaissance man best describes Lon Safko. He is an author, inventor, entrepreneur, motivational speaker, and executive coach. He created the first computer to save a human life. The Smithsonian in Washington, D.C. houses that computer, 17 of Safko’s other inventions, and his more than 30,000 papers. Safko’s latest endeavor is social media. In fact, he co-authored The Social Media Bible: Tactics, Tools, and Strategies for Business Success. This 844-page tome became the largest and most comprehensive publishing effort in John Wiley & Sons’ 202 year history. Safko says The Social Media Bible came about because the business community wanted something more comprehensive than just another vertical business book. He says, “When we asked the business community what they wanted – they told us ‘a resource that explains all of this stuff that we've been hearing about, , , , , yeah, what are people talking about with their blogs and tweets anyway?’ They just wanted to be part of the conversation, and have someone explain it in their terms.” Obviously with a topic as constantly moving as social media, no single person could be the expert on it all. Safko and his co-author David K. Brake determined the best way to become the definitive voice is to let others speak. Safko says, “We spent the better part of a year researching, interviewing, connecting and having conversations with 100 of experts from all aspects of the social media movement. We began the task of aggregating and editing thousands of blog posts, vlogs, podcasts, wikis, emails, interviews, presentations, and more – all with permission of course – and all from real life residents of this realm we call social media.” As a result, the book offers vignettes and essays from luminaries such as Biz Stone, co-founder of www.twitter.com; Vinton Cerf, father of the Internet and futurist; and Peter Booth Wiley, chairman of the board of John Wiley & Sons. tag:odeo.com,2009-08-07,24944269 Fri, 07 Aug 2009 11:34:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24875788-Elasticity-Provides-More-Business-Capabilities-Kishore-Swaminathan-Accenture-s-Chief-Scientist Every year, Accenture, the $19 billion technology service and outsourcing firm, does a thorough analysis to identify the major technology trends that will change the underlying business models and capabilities. In 2009, research conducted by Dr. Kishore Swaminathan, Accenture's chief scientist, identified four major trends that will define the technology landscape over the next five years: Internet computing, data management, mobility, and convergence of unified communications, collaboration, community, and content distribution. He says, "These technology trends will give businesses a new capability that we call elasticity. They will allow every aspect of a business -- from IT to businesses process to how a company innovates -- to be more flexible, and to expand, contract and change, depending on current market conditions."    To derive more revenue and business value from this elasticity, businesses must get all of these four technologies just right. Take Internet computi... Every year, Accenture, the $19 billion technology service and outsourcing firm, does a thorough analysis to identify the major technology trends that will change the underlying business models and capabilities. In 2009, research conducted by Dr. Kishore Swaminathan, Accenture's chief scientist, identified four major trends that will define the technology landscape over the next five years: Internet computing, data management, mobility, and convergence of unified communications, collaboration, community, and content distribution. He says, "These technology trends will give businesses a new capability that we call elasticity. They will allow every aspect of a business -- from IT to businesses process to how a company innovates -- to be more flexible, and to expand, contract and change, depending on current market conditions."    To derive more revenue and business value from this elasticity, businesses must get all of these four technologies just right. Take Internet computing, For example. Swaminathan says that transformational technology trends often pose a dilemma for CIOs who now face a possible change to their applications, the enterprise architecture, or the business models. "You have several choices: You can commit to a major change that will take much time and money, and you won't see much business value right away. On the other hand, you can ignore the trend or put it aside, and then you can wait until you have no choice but to spend a lot of money and embrace the new trend. Many CIOs need to go experiment and get comfortable with things, such as how to source storage, or software as a service (SaaS). They have to understand the pros and cons."   Swaminathan says that many CIOs he has spoken with have a visceral reaction to SaaS, especially with security and data privacy issues. He adds that the visceral reaction is fine. "Ultimately, CIOs have to make a business decision based on solid empirical data. They have to get Internet computing right in the long run, but for the short term they need to experiment, gather as much data as possible, and learn about the model. Unless they are comfortable with a new technology, they shouldn't put in it on a critical path."   Accenture definitely practices what it preaches about technology trends. In fact, Accenture acquires as much first-experience with a technology before deploying it. Swaminathan says, "We try to determine if we have a successful model or not." Accenture's approach to collaboration mirrors this practice. The company has created a version of LinkedIn, called PeoplePages, where more than 100,000 Accenture employees have already posted their professional profiles. Swaminathan says the site enables employees to find communities or individuals with certain expertise. Meanwhile, the company has begun a project to put its collective knowledge into the Accenture Encyclopedia, modeled after Wikipedia. He says, "We're encouraged by the progress we have made to date." Accenture also has developed its own version of YouTube, where employees can use video to convey difficult concepts and then distribute those videos to colleagues. Every year, Accenture, the $19 billion technology service and outsourcing firm, does a thorough analysis to identify the major technology trends that will change the underlying business models and capabilities. In 2009, research conducted by Dr. Kishore Swaminathan, Accenture's chief scientist, identified four major trends that will define the technology landscape over the next five years: Internet computing, data management, mobility, and convergence of unified communications, collaboration, community, and content distribution. He says, "These technology trends will give businesses a new capability that we call elasticity. They will allow every aspect of a business -- from IT to businesses process to how a company innovates -- to be more flexible, and to expand, contract and change, depending on current market conditions."    To derive more revenue and business value from this elasticity, businesses must get all of these four technologies just right. Take Internet computing, For example. Swaminathan says that transformational technology trends often pose a dilemma for CIOs who now face a possible change to their applications, the enterprise architecture, or the business models. "You have several choices: You can commit to a major change that will take much time and money, and you won't see much business value right away. On the other hand, you can ignore the trend or put it aside, and then you can wait until you have no choice but to spend a lot of money and embrace the new trend. Many CIOs need to go experiment and get comfortable with things, such as how to source storage, or software as a service (SaaS). They have to understand the pros and cons."   Swaminathan says that many CIOs he has spoken with have a visceral reaction to SaaS, especially with security and data privacy issues. He adds that the visceral reaction is fine. "Ultimately, CIOs have to make a business decision based on solid empirical data. They have to get Internet computing right in the long run, but for the short term they need to experiment, gather as much data as possible, and learn about the model. Unless they are comfortable with a new technology, they shouldn't put in it on a critical path."   Accenture definitely practices what it preaches about technology trends. In fact, Accenture acquires as much first-experience with a technology before deploying it. Swaminathan says, "We try to determine if we have a successful model or not." Accenture's approach to collaboration mirrors this practice. The company has created a version of LinkedIn, called PeoplePages, where more than 100,000 Accenture employees have already posted their professional profiles. Swaminathan says the site enables employees to find communities or individuals with certain expertise. Meanwhile, the company has begun a project to put its collective knowledge into the Accenture Encyclopedia, modeled after Wikipedia. He says, "We're encouraged by the progress we have made to date." Accenture also has developed its own version of YouTube, where employees can use video to convey difficult concepts and then distribute those videos to colleagues. tag:odeo.com,2009-07-28,24875788 Tue, 28 Jul 2009 10:50:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24875789-Elasticity-Provides-More-Business-Capabilities-Kishore-Swaminathan-Accenture-s-Chief-Scientist Every year Accenture identifies the major technology trends that will transform business. This year, Dr. Kishore Swaminathan, Accenture's chief scientist, has identified these four trends: Internet computing, data management, mobility, and convergence of different forms of communications. According to Swaminathan these trends will give businesses a new capability called elasticity. Every aspect of the business will be able to expand, contract, and change according to market conditions. In this podcast, Swaminathan talks about these four technology trends and how Accenture is carrying them out. Now let's join Dr. Kishore Swaminathan, chief scientist at Accenture. Every year Accenture identifies the major technology trends that will transform business. This year, Dr. Kishore Swaminathan, Accenture's chief scientist, has identified these four trends: Internet computing, data management, mobility, and convergence of different forms of communications. According to Swaminathan these trends will give businesses a new capability called elasticity. Every aspect of the business will be able to expand, contract, and change according to market conditions. In this podcast, Swaminathan talks about these four technology trends and how Accenture is carrying them out. Now let's join Dr. Kishore Swaminathan, chief scientist at Accenture. Every year Accenture identifies the major technology trends that will transform business. This year, Dr. Kishore Swaminathan, Accenture's chief scientist, has identified these four trends: Internet computing, data management, mobility, and convergence of different forms of communications. According to Swaminathan these trends will give businesses a new capability called elasticity. Every aspect of the business will be able to expand, contract, and change according to market conditions. In this podcast, Swaminathan talks about these four technology trends and how Accenture is carrying them out. Now let's join Dr. Kishore Swaminathan, chief scientist at Accenture. tag:odeo.com,2009-07-25,24875789 Sat, 25 Jul 2009 21:41:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24836747-From-Networking-to-Social-Media-the-Cisco-Way-Marie-Hattar-Cisco-VP-of-network-security-systems Consumer products companies such as Procter & Gamble aren’t the only ones reaping the benefit of social media. A world leader in networking, Cisco Systems isn’t resting on its laurel when it comes to Web 2.0 tools and technologies, especially social media. The company is integrating social media with customer and partner communications. This approach includes using Facebook to leverage the AXP developer Contest and other groups to grow new communities. For example, the company is also linking Cisco Twitter followers with Facebook, as well as communicating through blogs (Cisco Geeks), cross-promoting social media sites on invitation, banner ads, etc., outreach through YouTube for User/Partner/Sales submitted segments, communications through the LinkedIn Cisco professionals Group, and more. One of the more interesting things Cisco has recently done is launching The Realm, a multi-dimensional, animated webisode campaign that consists of super hero security characters and villa... Consumer products companies such as Procter & Gamble aren’t the only ones reaping the benefit of social media. A world leader in networking, Cisco Systems isn’t resting on its laurel when it comes to Web 2.0 tools and technologies, especially social media. The company is integrating social media with customer and partner communications. This approach includes using Facebook to leverage the AXP developer Contest and other groups to grow new communities. For example, the company is also linking Cisco Twitter followers with Facebook, as well as communicating through blogs (Cisco Geeks), cross-promoting social media sites on invitation, banner ads, etc., outreach through YouTube for User/Partner/Sales submitted segments, communications through the LinkedIn Cisco professionals Group, and more. One of the more interesting things Cisco has recently done is launching The Realm, a multi-dimensional, animated webisode campaign that consists of super hero security characters and villains that Cisco developed with well-known Marvel Comics illustrator Mike Mayhew. The characters are linked to real-life Cisco engineers, as well as its products, but uses entertainment to appeal to the Web 2.0 crowd. Consumer products companies such as Procter & Gamble aren’t the only ones reaping the benefit of social media. A world leader in networking, Cisco Systems isn’t resting on its laurel when it comes to Web 2.0 tools and technologies, especially social media. The company is integrating social media with customer and partner communications. This approach includes using Facebook to leverage the AXP developer Contest and other groups to grow new communities. For example, the company is also linking Cisco Twitter followers with Facebook, as well as communicating through blogs (Cisco Geeks), cross-promoting social media sites on invitation, banner ads, etc., outreach through YouTube for User/Partner/Sales submitted segments, communications through the LinkedIn Cisco professionals Group, and more. One of the more interesting things Cisco has recently done is launching The Realm, a multi-dimensional, animated webisode campaign that consists of super hero security characters and villains that Cisco developed with well-known Marvel Comics illustrator Mike Mayhew. The characters are linked to real-life Cisco engineers, as well as its products, but uses entertainment to appeal to the Web 2.0 crowd. tag:odeo.com,2009-07-20,24836747 Mon, 20 Jul 2009 11:24:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24817756-From-Networking-to-Social-Media-the-Cisco-Way-Marie-Hattar-Cisco-VP-of-network-security-systems Consumer products companies such as Procter & Gamble aren’t the only ones reaping the benefit of social media. A world leader in networking, Cisco Systems isn’t resting on its laurel when it comes to Web 2.0 tools and technologies, especially social media. The company is integrating social media with customer and partner communications. This approach includes using Facebook to leverage the AXP developer Contest and other groups to grow new communities. For example, the company is also linking Cisco Twitter followers with Facebook, as well as communicating through blogs (Cisco Geeks), cross-promoting social media sites on invitation, banner ads, etc., outreach through YouTube for User/Partner/Sales submitted segments, communications through the LinkedIn Cisco professionals Group, and more. One of the more interesting things Cisco has recently done is launching The Realm, a multi-dimensional, animated webisode campaign that consists of super hero security characters and villa... Consumer products companies such as Procter & Gamble aren’t the only ones reaping the benefit of social media. A world leader in networking, Cisco Systems isn’t resting on its laurel when it comes to Web 2.0 tools and technologies, especially social media. The company is integrating social media with customer and partner communications. This approach includes using Facebook to leverage the AXP developer Contest and other groups to grow new communities. For example, the company is also linking Cisco Twitter followers with Facebook, as well as communicating through blogs (Cisco Geeks), cross-promoting social media sites on invitation, banner ads, etc., outreach through YouTube for User/Partner/Sales submitted segments, communications through the LinkedIn Cisco professionals Group, and more. One of the more interesting things Cisco has recently done is launching The Realm, a multi-dimensional, animated webisode campaign that consists of super hero security characters and villains that Cisco developed with well-known Marvel Comics illustrator Mike Mayhew. The characters are linked to real-life Cisco engineers, as well as its products, but uses entertainment to appeal to the Web 2.0 crowd. In this podcast, Marie Hattar, Cisco’s vice president of network and security systems solutions and a social media devotee, talks about some of the company’s key social media initiatives and the benefits they provide; the challenge of dealing with the security issue that surrounds social media; the role of the almost-forgotten Second Life concept; and the types of social media products the company is developing for the marketplace. Consumer products companies such as Procter & Gamble aren’t the only ones reaping the benefit of social media. A world leader in networking, Cisco Systems isn’t resting on its laurel when it comes to Web 2.0 tools and technologies, especially social media. The company is integrating social media with customer and partner communications. This approach includes using Facebook to leverage the AXP developer Contest and other groups to grow new communities. For example, the company is also linking Cisco Twitter followers with Facebook, as well as communicating through blogs (Cisco Geeks), cross-promoting social media sites on invitation, banner ads, etc., outreach through YouTube for User/Partner/Sales submitted segments, communications through the LinkedIn Cisco professionals Group, and more. One of the more interesting things Cisco has recently done is launching The Realm, a multi-dimensional, animated webisode campaign that consists of super hero security characters and villains that Cisco developed with well-known Marvel Comics illustrator Mike Mayhew. The characters are linked to real-life Cisco engineers, as well as its products, but uses entertainment to appeal to the Web 2.0 crowd. In this podcast, Marie Hattar, Cisco’s vice president of network and security systems solutions and a social media devotee, talks about some of the company’s key social media initiatives and the benefits they provide; the challenge of dealing with the security issue that surrounds social media; the role of the almost-forgotten Second Life concept; and the types of social media products the company is developing for the marketplace. tag:odeo.com,2009-07-16,24817756 Thu, 16 Jul 2009 09:48:00 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24774136-A-Blueprint-for-Stepping-into-The-Innovation-Zone-Tom-Koulopoulos-author-and-Delphi-Group-founder Many business gurus consider relentless innovation to be the United States’ only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere. Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, “While some progress is being made on the innovation front, too many U.S. companies still are underperforming when it comes to driving the type of sustained innovation needed to meet this competitive threat. In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-t... Many business gurus consider relentless innovation to be the United States’ only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere. Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, “While some progress is being made on the innovation front, too many U.S. companies still are underperforming when it comes to driving the type of sustained innovation needed to meet this competitive threat. In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-to-do blueprint for innovation process methods that organizations can put into practice. He says, “We need to stop singing innovation kumbaya and start delving into the practice and science of innovation.” Koulopoulos’ insights about innovation have received wide praise from luminaries such as Peter Drucker, dee Hock, and Tom Peters who called Tom Koulopoulos' writing, “a brilliant vision of where we must take our enterprises to survive and thrive.” According to Peter Drucker, Tom's writing “makes you question not only the way you run your business but the way you run yourself.” He is also editor of the Delphi Report, a quarterly journal for business and technology leaders. He sees signs that organizations are embedding innovation in their business practices, and that they have devoted both financial and staff resources to innovation. He says, “It’s surprising to me that more companies actually are putting people in positions of authority with respect to innovation. They are not necessarily new people; they are folks that are already on staff, but they also are carrying that [innovation] badge.” Many business gurus consider relentless innovation to be the United States’ only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere. Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, “While some progress is being made on the innovation front, too many U.S. companies still are underperforming when it comes to driving the type of sustained innovation needed to meet this competitive threat. In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-to-do blueprint for innovation process methods that organizations can put into practice. He says, “We need to stop singing innovation kumbaya and start delving into the practice and science of innovation.” Koulopoulos’ insights about innovation have received wide praise from luminaries such as Peter Drucker, dee Hock, and Tom Peters who called Tom Koulopoulos' writing, “a brilliant vision of where we must take our enterprises to survive and thrive.” According to Peter Drucker, Tom's writing “makes you question not only the way you run your business but the way you run yourself.” He is also editor of the Delphi Report, a quarterly journal for business and technology leaders. He sees signs that organizations are embedding innovation in their business practices, and that they have devoted both financial and staff resources to innovation. He says, “It’s surprising to me that more companies actually are putting people in positions of authority with respect to innovation. They are not necessarily new people; they are folks that are already on staff, but they also are carrying that [innovation] badge.” tag:odeo.com,2009-07-09,24774136 Thu, 09 Jul 2009 08:41:10 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788368-A-Blueprint-for-Stepping-into-The-Innovation-Zone-Tom-Koulopoulos-author-and-Delphi-Group-founder Many business gurus consider relentless innovation to be the United States’ only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere. Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, “While some progress is being made on the innovation front, too many U.S. companies still are underperforming when it comes to driving the type of sustained innovation needed to meet this competitive threat. In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-t... Many business gurus consider relentless innovation to be the United States’ only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere. Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, “While some progress is being made on the innovation front, too many U.S. companies still are underperforming when it comes to driving the type of sustained innovation needed to meet this competitive threat. In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-to-do blueprint for innovation process methods that organizations can put into practice. He says, “We need to stop singing innovation kumbaya and start delving into the practice and science of innovation.” Koulopoulos’ insights about innovation have received wide praise from luminaries such as Peter Drucker, dee Hock, and Tom Peters who called Tom Koulopoulos' writing, “a brilliant vision of where we must take our enterprises to survive and thrive.” According to Peter Drucker, Tom's writing “makes you question not only the way you run your business but the way you run yourself.” He is also editor of the Delphi Report, a quarterly journal for business and technology leaders. He sees signs that organizations are embedding innovation in their business practices, and that they have devoted both financial and staff resources to innovation. He says, “It’s surprising to me that more companies actually are putting people in positions of authority with respect to innovation. They are not necessarily new people; they are folks that are already on staff, but they also are carrying that [innovation] badge.” Many business gurus consider relentless innovation to be the United States’ only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere. Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, “While some progress is being made on the innovation front, too many U.S. companies still are underperforming when it comes to driving the type of sustained innovation needed to meet this competitive threat. In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-to-do blueprint for innovation process methods that organizations can put into practice. He says, “We need to stop singing innovation kumbaya and start delving into the practice and science of innovation.” Koulopoulos’ insights about innovation have received wide praise from luminaries such as Peter Drucker, dee Hock, and Tom Peters who called Tom Koulopoulos' writing, “a brilliant vision of where we must take our enterprises to survive and thrive.” According to Peter Drucker, Tom's writing “makes you question not only the way you run your business but the way you run yourself.” He is also editor of the Delphi Report, a quarterly journal for business and technology leaders. He sees signs that organizations are embedding innovation in their business practices, and that they have devoted both financial and staff resources to innovation. He says, “It’s surprising to me that more companies actually are putting people in positions of authority with respect to innovation. They are not necessarily new people; they are folks that are already on staff, but they also are carrying that [innovation] badge.” tag:odeo.com,2009-07-09,24788368 Thu, 09 Jul 2009 01:41:10 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24737951-Making-Social-Media-the-Corporate-Norm-for-a-Fortune-500-Company-Diane-Bryant-Intel-s-CIO With more than $30 billion in annual revenue, Intel Corporation both innovates and invents microprocessor technologies that reside at the heart of most of the PCs and servers. Likewise, Intel also innovates and invents when it comes to deploying social media, both within the company and with external customers. In fact, in 2003, instant messaging became the company's first collaboration method outside of email and audio conferencing. Diane Bryant, Intel's vice president and CIO, says, "Within less than three years, we went from not using instant messaging to a 90 percent adoption rate." As a globally diverse company with more 83,000 employees, numerous suppliers, and millions of external customers, Intel has continued to keep pace with effective ways for all constituencies to collaborate effectively. In 2004, the company began internal blogging with the CEO leading the charge. Two years later, Intel opened up external blogging as a way to reach out and communicate directly with spec... With more than $30 billion in annual revenue, Intel Corporation both innovates and invents microprocessor technologies that reside at the heart of most of the PCs and servers. Likewise, Intel also innovates and invents when it comes to deploying social media, both within the company and with external customers. In fact, in 2003, instant messaging became the company's first collaboration method outside of email and audio conferencing. Diane Bryant, Intel's vice president and CIO, says, "Within less than three years, we went from not using instant messaging to a 90 percent adoption rate." As a globally diverse company with more 83,000 employees, numerous suppliers, and millions of external customers, Intel has continued to keep pace with effective ways for all constituencies to collaborate effectively. In 2004, the company began internal blogging with the CEO leading the charge. Two years later, Intel opened up external blogging as a way to reach out and communicate directly with specific manufacturers that use Intel products, and with end users. Bryant says, "As the devices based on the Intel architecture have become more solutions-based and directed at end users around the world, we needed to have direct connection with these end users. Social media or social networking provided us access to this external community." In 2008, Intel launched Open Port, a series of external communities for end users. Bryant says that today more than 75 percent of all the content on these communities comes from end users, not Intel. "We have seen a strong viral pick up on solutions. We have examples of customers coming together to solve their real problems." Intel also uses social media for software development. Some of these software development communities allow people to collaborate about how they have optimized their software suite for the Intel architecture." While Intel has begun to reap the benefits of social media, this company knows that the pervasive nature of social media means that proper controls need to exist. Bryant says, "Most executives I talk to say that their social media initiatives tend to self-police themselves." Intel has adopted a code of conduct that defines how people must act when they engage in all forms of Intel electronic communications, both internally and externally. The code also has provisions for maintaining legal compliance. With more than $30 billion in annual revenue, Intel Corporation both innovates and invents microprocessor technologies that reside at the heart of most of the PCs and servers. Likewise, Intel also innovates and invents when it comes to deploying social media, both within the company and with external customers. In fact, in 2003, instant messaging became the company's first collaboration method outside of email and audio conferencing. Diane Bryant, Intel's vice president and CIO, says, "Within less than three years, we went from not using instant messaging to a 90 percent adoption rate." As a globally diverse company with more 83,000 employees, numerous suppliers, and millions of external customers, Intel has continued to keep pace with effective ways for all constituencies to collaborate effectively. In 2004, the company began internal blogging with the CEO leading the charge. Two years later, Intel opened up external blogging as a way to reach out and communicate directly with specific manufacturers that use Intel products, and with end users. Bryant says, "As the devices based on the Intel architecture have become more solutions-based and directed at end users around the world, we needed to have direct connection with these end users. Social media or social networking provided us access to this external community." In 2008, Intel launched Open Port, a series of external communities for end users. Bryant says that today more than 75 percent of all the content on these communities comes from end users, not Intel. "We have seen a strong viral pick up on solutions. We have examples of customers coming together to solve their real problems." Intel also uses social media for software development. Some of these software development communities allow people to collaborate about how they have optimized their software suite for the Intel architecture." While Intel has begun to reap the benefits of social media, this company knows that the pervasive nature of social media means that proper controls need to exist. Bryant says, "Most executives I talk to say that their social media initiatives tend to self-police themselves." Intel has adopted a code of conduct that defines how people must act when they engage in all forms of Intel electronic communications, both internally and externally. The code also has provisions for maintaining legal compliance. tag:odeo.com,2009-06-25,24737951 Thu, 25 Jun 2009 14:57:13 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788369-Making-Social-Media-the-Corporate-Norm-for-a-Fortune-500-Company-Diane-Bryant-Intel-s-CIO With more than $30 billion in annual revenue, Intel Corporation both innovates and invents microprocessor technologies that reside at the heart of most of the PCs and servers. Likewise, Intel also innovates and invents when it comes to deploying social media, both within the company and with external customers. In fact, in 2003, instant messaging became the company's first collaboration method outside of email and audio conferencing. Diane Bryant, Intel's vice president and CIO, says, "Within less than three years, we went from not using instant messaging to a 90 percent adoption rate." As a globally diverse company with more 83,000 employees, numerous suppliers, and millions of external customers, Intel has continued to keep pace with effective ways for all constituencies to collaborate effectively. In 2004, the company began internal blogging with the CEO leading the charge. Two years later, Intel opened up external blogging as a way to reach out and communicate directly with spec... With more than $30 billion in annual revenue, Intel Corporation both innovates and invents microprocessor technologies that reside at the heart of most of the PCs and servers. Likewise, Intel also innovates and invents when it comes to deploying social media, both within the company and with external customers. In fact, in 2003, instant messaging became the company's first collaboration method outside of email and audio conferencing. Diane Bryant, Intel's vice president and CIO, says, "Within less than three years, we went from not using instant messaging to a 90 percent adoption rate." As a globally diverse company with more 83,000 employees, numerous suppliers, and millions of external customers, Intel has continued to keep pace with effective ways for all constituencies to collaborate effectively. In 2004, the company began internal blogging with the CEO leading the charge. Two years later, Intel opened up external blogging as a way to reach out and communicate directly with specific manufacturers that use Intel products, and with end users. Bryant says, "As the devices based on the Intel architecture have become more solutions-based and directed at end users around the world, we needed to have direct connection with these end users. Social media or social networking provided us access to this external community." In 2008, Intel launched Open Port, a series of external communities for end users. Bryant says that today more than 75 percent of all the content on these communities comes from end users, not Intel. "We have seen a strong viral pick up on solutions. We have examples of customers coming together to solve their real problems." Intel also uses social media for software development. Some of these software development communities allow people to collaborate about how they have optimized their software suite for the Intel architecture." While Intel has begun to reap the benefits of social media, this company knows that the pervasive nature of social media means that proper controls need to exist. Bryant says, "Most executives I talk to say that their social media initiatives tend to self-police themselves." Intel has adopted a code of conduct that defines how people must act when they engage in all forms of Intel electronic communications, both internally and externally. The code also has provisions for maintaining legal compliance. With more than $30 billion in annual revenue, Intel Corporation both innovates and invents microprocessor technologies that reside at the heart of most of the PCs and servers. Likewise, Intel also innovates and invents when it comes to deploying social media, both within the company and with external customers. In fact, in 2003, instant messaging became the company's first collaboration method outside of email and audio conferencing. Diane Bryant, Intel's vice president and CIO, says, "Within less than three years, we went from not using instant messaging to a 90 percent adoption rate." As a globally diverse company with more 83,000 employees, numerous suppliers, and millions of external customers, Intel has continued to keep pace with effective ways for all constituencies to collaborate effectively. In 2004, the company began internal blogging with the CEO leading the charge. Two years later, Intel opened up external blogging as a way to reach out and communicate directly with specific manufacturers that use Intel products, and with end users. Bryant says, "As the devices based on the Intel architecture have become more solutions-based and directed at end users around the world, we needed to have direct connection with these end users. Social media or social networking provided us access to this external community." In 2008, Intel launched Open Port, a series of external communities for end users. Bryant says that today more than 75 percent of all the content on these communities comes from end users, not Intel. "We have seen a strong viral pick up on solutions. We have examples of customers coming together to solve their real problems." Intel also uses social media for software development. Some of these software development communities allow people to collaborate about how they have optimized their software suite for the Intel architecture." While Intel has begun to reap the benefits of social media, this company knows that the pervasive nature of social media means that proper controls need to exist. Bryant says, "Most executives I talk to say that their social media initiatives tend to self-police themselves." Intel has adopted a code of conduct that defines how people must act when they engage in all forms of Intel electronic communications, both internally and externally. The code also has provisions for maintaining legal compliance. tag:odeo.com,2009-06-25,24788369 Thu, 25 Jun 2009 07:57:13 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24715584-Using-Web-and-Social-Media-to-Expand-Marketing-Reach-Brian-Scudamore-1-800-Got-Junk-founder-and-CEO The Dr. Phil Show. The New York Times. Oprah. The media spotlight shines brightly on 1-800-Got-Junk? and its 1,000 big blue shiny trucks. Since it started in 1989, 1-800-Got-Junk? has hauled way more than one million truckloads of refuse from home and businesses. In fact, 1-800-Got-Junk? has become one of the North America’s fastest growing companies with 335 franchise locations in the United States, Canada, and Australia. The recipe for 1-800-Got-Junk?’s success includes a touch of Horatio Alger, a dash of best practices from well-known companies much as McDonalds, a blue-ribbon workplace, and a blend of the right Web-based tools and technologies, including social media. Originally known as The Rubbish Boys, Brian Scudamore,1-800-Got-Junk?’s founder and CEO, rebranded the company in 1998 to take advantage of its e-commerce business model, called JunkNet. All of the booking and dispatching task of franchisees’ customer calls go through JunkNet, which acts as a central repository for... The Dr. Phil Show. The New York Times. Oprah. The media spotlight shines brightly on 1-800-Got-Junk? and its 1,000 big blue shiny trucks. Since it started in 1989, 1-800-Got-Junk? has hauled way more than one million truckloads of refuse from home and businesses. In fact, 1-800-Got-Junk? has become one of the North America’s fastest growing companies with 335 franchise locations in the United States, Canada, and Australia. The recipe for 1-800-Got-Junk?’s success includes a touch of Horatio Alger, a dash of best practices from well-known companies much as McDonalds, a blue-ribbon workplace, and a blend of the right Web-based tools and technologies, including social media. Originally known as The Rubbish Boys, Brian Scudamore,1-800-Got-Junk?’s founder and CEO, rebranded the company in 1998 to take advantage of its e-commerce business model, called JunkNet. All of the booking and dispatching task of franchisees’ customer calls go through JunkNet, which acts as a central repository for customers’ information and histories, and manages company accounting functions. A wireless interface built by 1-800-Got-Junk?’s IT department enables franchisees’ truck drivers to use their cell phones to view bookings in real time throughout the day. As a result, drivers can take on additional jobs. Now 1-800-Got-Junk? is extending its Web-based reach to use social media to get its marketing message to potential customers, and prospective franchisees, as well as to keep in touch with current franchisees. In this podcast, Brian Scudamore talks about the transition to Web-based marketing, and the business benefit of using social media. The Dr. Phil Show. The New York Times. Oprah. The media spotlight shines brightly on 1-800-Got-Junk? and its 1,000 big blue shiny trucks. Since it started in 1989, 1-800-Got-Junk? has hauled way more than one million truckloads of refuse from home and businesses. In fact, 1-800-Got-Junk? has become one of the North America’s fastest growing companies with 335 franchise locations in the United States, Canada, and Australia. The recipe for 1-800-Got-Junk?’s success includes a touch of Horatio Alger, a dash of best practices from well-known companies much as McDonalds, a blue-ribbon workplace, and a blend of the right Web-based tools and technologies, including social media. Originally known as The Rubbish Boys, Brian Scudamore,1-800-Got-Junk?’s founder and CEO, rebranded the company in 1998 to take advantage of its e-commerce business model, called JunkNet. All of the booking and dispatching task of franchisees’ customer calls go through JunkNet, which acts as a central repository for customers’ information and histories, and manages company accounting functions. A wireless interface built by 1-800-Got-Junk?’s IT department enables franchisees’ truck drivers to use their cell phones to view bookings in real time throughout the day. As a result, drivers can take on additional jobs. Now 1-800-Got-Junk? is extending its Web-based reach to use social media to get its marketing message to potential customers, and prospective franchisees, as well as to keep in touch with current franchisees. In this podcast, Brian Scudamore talks about the transition to Web-based marketing, and the business benefit of using social media. tag:odeo.com,2009-06-16,24715584 Tue, 16 Jun 2009 10:32:59 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788370-Using-Web-and-Social-Media-to-Expand-Marketing-Reach-Brian-Scudamore-1-800-Got-Junk-founder-and-CEO The Dr. Phil Show. The New York Times. Oprah. The media spotlight shines brightly on 1-800-Got-Junk? and its 1,000 big blue shiny trucks. Since it started in 1989, 1-800-Got-Junk? has hauled way more than one million truckloads of refuse from home and businesses. In fact, 1-800-Got-Junk? has become one of the North America’s fastest growing companies with 335 franchise locations in the United States, Canada, and Australia. The recipe for 1-800-Got-Junk?’s success includes a touch of Horatio Alger, a dash of best practices from well-known companies much as McDonalds, a blue-ribbon workplace, and a blend of the right Web-based tools and technologies, including social media. Originally known as The Rubbish Boys, Brian Scudamore,1-800-Got-Junk?’s founder and CEO, rebranded the company in 1998 to take advantage of its e-commerce business model, called JunkNet. All of the booking and dispatching task of franchisees’ customer calls go through JunkNet, which acts as a central repository for... The Dr. Phil Show. The New York Times. Oprah. The media spotlight shines brightly on 1-800-Got-Junk? and its 1,000 big blue shiny trucks. Since it started in 1989, 1-800-Got-Junk? has hauled way more than one million truckloads of refuse from home and businesses. In fact, 1-800-Got-Junk? has become one of the North America’s fastest growing companies with 335 franchise locations in the United States, Canada, and Australia. The recipe for 1-800-Got-Junk?’s success includes a touch of Horatio Alger, a dash of best practices from well-known companies much as McDonalds, a blue-ribbon workplace, and a blend of the right Web-based tools and technologies, including social media. Originally known as The Rubbish Boys, Brian Scudamore,1-800-Got-Junk?’s founder and CEO, rebranded the company in 1998 to take advantage of its e-commerce business model, called JunkNet. All of the booking and dispatching task of franchisees’ customer calls go through JunkNet, which acts as a central repository for customers’ information and histories, and manages company accounting functions. A wireless interface built by 1-800-Got-Junk?’s IT department enables franchisees’ truck drivers to use their cell phones to view bookings in real time throughout the day. As a result, drivers can take on additional jobs. Now 1-800-Got-Junk? is extending its Web-based reach to use social media to get its marketing message to potential customers, and prospective franchisees, as well as to keep in touch with current franchisees. In this podcast, Brian Scudamore talks about the transition to Web-based marketing, and the business benefit of using social media. The Dr. Phil Show. The New York Times. Oprah. The media spotlight shines brightly on 1-800-Got-Junk? and its 1,000 big blue shiny trucks. Since it started in 1989, 1-800-Got-Junk? has hauled way more than one million truckloads of refuse from home and businesses. In fact, 1-800-Got-Junk? has become one of the North America’s fastest growing companies with 335 franchise locations in the United States, Canada, and Australia. The recipe for 1-800-Got-Junk?’s success includes a touch of Horatio Alger, a dash of best practices from well-known companies much as McDonalds, a blue-ribbon workplace, and a blend of the right Web-based tools and technologies, including social media. Originally known as The Rubbish Boys, Brian Scudamore,1-800-Got-Junk?’s founder and CEO, rebranded the company in 1998 to take advantage of its e-commerce business model, called JunkNet. All of the booking and dispatching task of franchisees’ customer calls go through JunkNet, which acts as a central repository for customers’ information and histories, and manages company accounting functions. A wireless interface built by 1-800-Got-Junk?’s IT department enables franchisees’ truck drivers to use their cell phones to view bookings in real time throughout the day. As a result, drivers can take on additional jobs. Now 1-800-Got-Junk? is extending its Web-based reach to use social media to get its marketing message to potential customers, and prospective franchisees, as well as to keep in touch with current franchisees. In this podcast, Brian Scudamore talks about the transition to Web-based marketing, and the business benefit of using social media. tag:odeo.com,2009-06-16,24788370 Tue, 16 Jun 2009 03:32:59 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24692666-Part-2-Straight-Talk-about-the-CMDB-Imperative-Carlos-Casanova-author-and-former-MetLife-IT-Executive During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementati... During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. tag:odeo.com,2009-06-11,24692666 Thu, 11 Jun 2009 14:47:13 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24692668-Part-1-Straight-Talk-about-the-CMDB-Imperative-Carlos-Casanova-author-and-former-MetLife-IT-Executive During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementati... During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. tag:odeo.com,2009-06-11,24692668 Thu, 11 Jun 2009 14:41:48 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788371-Part-2-Straight-Talk-about-the-CMDB-Imperative-Carlos-Casanova-author-and-former-MetLife-IT-Executive During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementati... During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. tag:odeo.com,2009-06-11,24788371 Thu, 11 Jun 2009 07:47:13 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788372-Part-1-Straight-Talk-about-the-CMDB-Imperative-Carlos-Casanova-author-and-former-MetLife-IT-Executive During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementati... During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. During his tenure as the senior enterprise architect for MetLife, Inc., Carlos Casanova realized that carrying out an enterprise configuration management database (CMDB) became one of the most influential actions an IT organization can take to improve service delivery, and to bridge the gap between technology and the business. Casanova has done two things to make it easier for large IT organizations to deal with what he calls the CMDB imperative. First, he is president of K2 Solutions Group. His firm offers professional services to support the delivery of IT service initiatives, such as the CMDB. Second, he is the co-author with Glenn O’Donnell of The CMDB Imperative: How to realize the dream and avoid the nightmares. He says with a well-designed CMDB in place, companies can better position themselves to manage and optimize IT infrastructure, applications, and services; automate more IT management tasks; and restrain burgeoning costs. His book presents a start-to-finish implementation methodology that works and describes how the CMDB is shifting to the superior configuration management system, the CMDB renamed and overhauled in ITIL v.3. tag:odeo.com,2009-06-11,24788372 Thu, 11 Jun 2009 07:41:48 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24648135-Lessons-Learned-About-Surviving-Major-Business-Cycles-Dave-Hitz-co-founder-of-NetApp How to Castrate a Bull – Unexpected Lessons on Risk, Growth, and Success in Business might seem like an unlikely title for a business book. But Dave Hitz drew from his ranch hand experience to take NetApp from a startup to a $3.3 billion network storage company. Hitz, a then college dropout who liked to solve puzzles, co-founded NetApp in 1992, along with two other colleagues. His book covers the hard lessons learned during the company’s major business cycles, including the dot.com bust. It might be hard to believe that NetApp, one of the fastest growing technology companies, began as an idea scribbled on a napkin by Dave Hitz. Risk and ambition permeated the company in the early 1990s. NetApp gave birth to a new storage device category called the network filer. Revenues doubled every year until the company reached $1 billion in revenue in 2001. After the dot.com bust of 2001, NetApp’s revenues quickly declined to $800 million for fiscal 2002 and the stock fell from $150 a share to ... How to Castrate a Bull – Unexpected Lessons on Risk, Growth, and Success in Business might seem like an unlikely title for a business book. But Dave Hitz drew from his ranch hand experience to take NetApp from a startup to a $3.3 billion network storage company. Hitz, a then college dropout who liked to solve puzzles, co-founded NetApp in 1992, along with two other colleagues. His book covers the hard lessons learned during the company’s major business cycles, including the dot.com bust. It might be hard to believe that NetApp, one of the fastest growing technology companies, began as an idea scribbled on a napkin by Dave Hitz. Risk and ambition permeated the company in the early 1990s. NetApp gave birth to a new storage device category called the network filer. Revenues doubled every year until the company reached $1 billion in revenue in 2001. After the dot.com bust of 2001, NetApp’s revenues quickly declined to $800 million for fiscal 2002 and the stock fell from $150 a share to $6 a share. Hitz says, "We had designed NetApp for growth, and when the growth stopped, everything broke, but this time in a bad way.” He says the company survived the crash because it had diversified its customer base, adding banks, telecom providers, and other enterprises and the federal government. These organizations helped to leverage the impact from the dotcom and tech companies that had provided the bulk of the company's revenues. NetApp faced other challenges when it moved to direct sales from indirect sales, added support for Windows to a product line based on Unix, and embraced storage area networks when the company was totally focused on network-attached storage devices. What does Hitz have to say about the current economic downturn? “The current downturn is creating a similar attitude change. There are some hints in today's tech world that it is going to happen again. We might hear CIOs saying they aren’t going to build another data center. This downturn will be the catalyst that leads to an even more heated market for data center virtualization and cloud computing. With that in mind, now is not the time for grandiose plans. Customers are not thinking about grandiose right now. They want to hear about saving some money." Today, NetApp ranks third in market capitalization in its industry, behind EMC and Seagate Technology and ahead of Western Digital, Brocade, and Quantum. In total revenue, NetApp ranks fourth behind EMC, Seagate, Western Digital. NetApp also has a long history of making “Best Place to Work” lists. For seven years in a row, NetApp has appeared on Fortune’s 100 Best Companies to Work For. How to Castrate a Bull – Unexpected Lessons on Risk, Growth, and Success in Business might seem like an unlikely title for a business book. But Dave Hitz drew from his ranch hand experience to take NetApp from a startup to a $3.3 billion network storage company. Hitz, a then college dropout who liked to solve puzzles, co-founded NetApp in 1992, along with two other colleagues. His book covers the hard lessons learned during the company’s major business cycles, including the dot.com bust. It might be hard to believe that NetApp, one of the fastest growing technology companies, began as an idea scribbled on a napkin by Dave Hitz. Risk and ambition permeated the company in the early 1990s. NetApp gave birth to a new storage device category called the network filer. Revenues doubled every year until the company reached $1 billion in revenue in 2001. After the dot.com bust of 2001, NetApp’s revenues quickly declined to $800 million for fiscal 2002 and the stock fell from $150 a share to $6 a share. Hitz says, "We had designed NetApp for growth, and when the growth stopped, everything broke, but this time in a bad way.” He says the company survived the crash because it had diversified its customer base, adding banks, telecom providers, and other enterprises and the federal government. These organizations helped to leverage the impact from the dotcom and tech companies that had provided the bulk of the company's revenues. NetApp faced other challenges when it moved to direct sales from indirect sales, added support for Windows to a product line based on Unix, and embraced storage area networks when the company was totally focused on network-attached storage devices. What does Hitz have to say about the current economic downturn? “The current downturn is creating a similar attitude change. There are some hints in today's tech world that it is going to happen again. We might hear CIOs saying they aren’t going to build another data center. This downturn will be the catalyst that leads to an even more heated market for data center virtualization and cloud computing. With that in mind, now is not the time for grandiose plans. Customers are not thinking about grandiose right now. They want to hear about saving some money." Today, NetApp ranks third in market capitalization in its industry, behind EMC and Seagate Technology and ahead of Western Digital, Brocade, and Quantum. In total revenue, NetApp ranks fourth behind EMC, Seagate, Western Digital. NetApp also has a long history of making “Best Place to Work” lists. For seven years in a row, NetApp has appeared on Fortune’s 100 Best Companies to Work For. tag:odeo.com,2009-06-03,24648135 Wed, 03 Jun 2009 11:59:12 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788373-Lessons-Learned-About-Surviving-Major-Business-Cycles-Dave-Hitz-co-founder-of-NetApp How to Castrate a Bull – Unexpected Lessons on Risk, Growth, and Success in Business might seem like an unlikely title for a business book. But Dave Hitz drew from his ranch hand experience to take NetApp from a startup to a $3.3 billion network storage company. Hitz, a then college dropout who liked to solve puzzles, co-founded NetApp in 1992, along with two other colleagues. His book covers the hard lessons learned during the company’s major business cycles, including the dot.com bust. It might be hard to believe that NetApp, one of the fastest growing technology companies, began as an idea scribbled on a napkin by Dave Hitz. Risk and ambition permeated the company in the early 1990s. NetApp gave birth to a new storage device category called the network filer. Revenues doubled every year until the company reached $1 billion in revenue in 2001. After the dot.com bust of 2001, NetApp’s revenues quickly declined to $800 million for fiscal 2002 and the stock fell from $150 a share to ... How to Castrate a Bull – Unexpected Lessons on Risk, Growth, and Success in Business might seem like an unlikely title for a business book. But Dave Hitz drew from his ranch hand experience to take NetApp from a startup to a $3.3 billion network storage company. Hitz, a then college dropout who liked to solve puzzles, co-founded NetApp in 1992, along with two other colleagues. His book covers the hard lessons learned during the company’s major business cycles, including the dot.com bust. It might be hard to believe that NetApp, one of the fastest growing technology companies, began as an idea scribbled on a napkin by Dave Hitz. Risk and ambition permeated the company in the early 1990s. NetApp gave birth to a new storage device category called the network filer. Revenues doubled every year until the company reached $1 billion in revenue in 2001. After the dot.com bust of 2001, NetApp’s revenues quickly declined to $800 million for fiscal 2002 and the stock fell from $150 a share to $6 a share. Hitz says, "We had designed NetApp for growth, and when the growth stopped, everything broke, but this time in a bad way.” He says the company survived the crash because it had diversified its customer base, adding banks, telecom providers, and other enterprises and the federal government. These organizations helped to leverage the impact from the dotcom and tech companies that had provided the bulk of the company's revenues. NetApp faced other challenges when it moved to direct sales from indirect sales, added support for Windows to a product line based on Unix, and embraced storage area networks when the company was totally focused on network-attached storage devices. What does Hitz have to say about the current economic downturn? “The current downturn is creating a similar attitude change. There are some hints in today's tech world that it is going to happen again. We might hear CIOs saying they aren’t going to build another data center. This downturn will be the catalyst that leads to an even more heated market for data center virtualization and cloud computing. With that in mind, now is not the time for grandiose plans. Customers are not thinking about grandiose right now. They want to hear about saving some money." Today, NetApp ranks third in market capitalization in its industry, behind EMC and Seagate Technology and ahead of Western Digital, Brocade, and Quantum. In total revenue, NetApp ranks fourth behind EMC, Seagate, Western Digital. NetApp also has a long history of making “Best Place to Work” lists. For seven years in a row, NetApp has appeared on Fortune’s 100 Best Companies to Work For. How to Castrate a Bull – Unexpected Lessons on Risk, Growth, and Success in Business might seem like an unlikely title for a business book. But Dave Hitz drew from his ranch hand experience to take NetApp from a startup to a $3.3 billion network storage company. Hitz, a then college dropout who liked to solve puzzles, co-founded NetApp in 1992, along with two other colleagues. His book covers the hard lessons learned during the company’s major business cycles, including the dot.com bust. It might be hard to believe that NetApp, one of the fastest growing technology companies, began as an idea scribbled on a napkin by Dave Hitz. Risk and ambition permeated the company in the early 1990s. NetApp gave birth to a new storage device category called the network filer. Revenues doubled every year until the company reached $1 billion in revenue in 2001. After the dot.com bust of 2001, NetApp’s revenues quickly declined to $800 million for fiscal 2002 and the stock fell from $150 a share to $6 a share. Hitz says, "We had designed NetApp for growth, and when the growth stopped, everything broke, but this time in a bad way.” He says the company survived the crash because it had diversified its customer base, adding banks, telecom providers, and other enterprises and the federal government. These organizations helped to leverage the impact from the dotcom and tech companies that had provided the bulk of the company's revenues. NetApp faced other challenges when it moved to direct sales from indirect sales, added support for Windows to a product line based on Unix, and embraced storage area networks when the company was totally focused on network-attached storage devices. What does Hitz have to say about the current economic downturn? “The current downturn is creating a similar attitude change. There are some hints in today's tech world that it is going to happen again. We might hear CIOs saying they aren’t going to build another data center. This downturn will be the catalyst that leads to an even more heated market for data center virtualization and cloud computing. With that in mind, now is not the time for grandiose plans. Customers are not thinking about grandiose right now. They want to hear about saving some money." Today, NetApp ranks third in market capitalization in its industry, behind EMC and Seagate Technology and ahead of Western Digital, Brocade, and Quantum. In total revenue, NetApp ranks fourth behind EMC, Seagate, Western Digital. NetApp also has a long history of making “Best Place to Work” lists. For seven years in a row, NetApp has appeared on Fortune’s 100 Best Companies to Work For. tag:odeo.com,2009-06-03,24788373 Wed, 03 Jun 2009 04:59:12 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24794401-Think-Again-If-You-Think-You-re-Secure-Get-Set-for-the-Unexpected-Ira-Winkler-Security-Expert If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information S... If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information Security, and Corporate Espionage. Winkler says that he would give a poor rating to the security infrastructure of most Fortune 1000 companies. "Of course, the strength of security varies from company to company. In many cases, the security is so poor that I can walk out of the company with their crown jewels within a few hours. CIOs of these companies have something to worry about, especially now with the economic downturn with most companies." If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information Security, and Corporate Espionage. Winkler says that he would give a poor rating to the security infrastructure of most Fortune 1000 companies. "Of course, the strength of security varies from company to company. In many cases, the security is so poor that I can walk out of the company with their crown jewels within a few hours. CIOs of these companies have something to worry about, especially now with the economic downturn with most companies." tag:odeo.com,2009-05-20,24794401 Wed, 20 May 2009 10:53:47 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24587181-Think-Again-If-You-Think-You-re-Secure-Get-Set-for-the-Unexpected-Ira-Winkler-Security-Expert If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information S... If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information Security, and Corporate Espionage. Winkler says that he would give a poor rating to the security infrastructure of most Fortune 1000 companies. "Of course, the strength of security varies from company to company. In many cases, the security is so poor that I can walk out of the company with their crown jewels within a few hours. CIOs of these companies have something to worry about, especially now with the economic downturn with most companies." If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information Security, and Corporate Espionage. Winkler says that he would give a poor rating to the security infrastructure of most Fortune 1000 companies. "Of course, the strength of security varies from company to company. In many cases, the security is so poor that I can walk out of the company with their crown jewels within a few hours. CIOs of these companies have something to worry about, especially now with the economic downturn with most companies." tag:odeo.com,2009-05-20,24587181 Wed, 20 May 2009 10:53:47 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788374-Think-Again-If-You-Think-You-re-Secure-Get-Set-for-the-Unexpected-Ira-Winkler-Security-Expert If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information S... If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information Security, and Corporate Espionage. Winkler says that he would give a poor rating to the security infrastructure of most Fortune 1000 companies. "Of course, the strength of security varies from company to company. In many cases, the security is so poor that I can walk out of the company with their crown jewels within a few hours. CIOs of these companies have something to worry about, especially now with the economic downturn with most companies." If you think your organization's security measures are bulletproof, then think again. Give Ira Winkler, along with his team of security expert from Internet Security Advisors, a few hours to simulate what it would take insurgents to bring down critical systems, or to electronically pilfer millions of dollars. A former intelligence and security analyst with the National Security Agency, Winkler's security consulting firm, Internet Security Advisors, acts as a trusted partner in helping Fortune 500, public utilities, and government agencies conduct penetration tests. His firm also mitigates the problems found in the simulation, and carries out awareness training. Winkler's penetration tests run the gamut from breaking into some of the world's largest corporations to breaking into the nation's largest power grid. As a result, the media has given Winkler the title of Modern James Bond. He has put his experience to work in his three books: Spies Among US, Zen and the Art of Information Security, and Corporate Espionage. Winkler says that he would give a poor rating to the security infrastructure of most Fortune 1000 companies. "Of course, the strength of security varies from company to company. In many cases, the security is so poor that I can walk out of the company with their crown jewels within a few hours. CIOs of these companies have something to worry about, especially now with the economic downturn with most companies." tag:odeo.com,2009-05-20,24788374 Wed, 20 May 2009 03:53:47 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24794400-Balancing-the-Efficiency-of-IT-with-Driving-Business-Value-from-IT-CIO-of-Freescale-Semiconductor In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive busin... In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. tag:odeo.com,2009-05-19,24794400 Tue, 19 May 2009 04:26:50 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24581213-Balancing-the-Efficiency-of-IT-with-Driving-Business-Value-from-IT-CIO-of-Freescale-Semiconductor In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive busin... In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. tag:odeo.com,2009-05-19,24581213 Tue, 19 May 2009 04:26:50 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24584103-Balancing-the-Efficiency-of-IT-with-Driving-Business-Value-from-IT-CIO-of-Freescale-Semiconductor In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive busin... In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. tag:odeo.com,2009-05-19,24584103 Tue, 19 May 2009 04:26:50 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24804536-Balancing-the-Efficiency-of-IT-with-Driving-Business-Value-from-IT-CIO-of-Freescale-Semiconductor In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive busin... In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. tag:odeo.com,2009-05-19,24804536 Tue, 19 May 2009 04:26:50 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788375-Balancing-the-Efficiency-of-IT-with-Driving-Business-Value-from-IT-CIO-of-Freescale-Semiconductor In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive busin... In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. In 2005, Freescale Semiconductor, the $5.7 billion global leader in the design and manufacture of embedded semiconductors, began rolling out an integrated manufacturing system. The company, however, acknowledged a lack of progress automating some of the key semiconductor manufacturing steps involving IT systems, such as process control. That year, Sam Coursen, the former CIO of NCR Corporation, stepped into the CIO role at Freescale Semiconductor. Armed with experience transforming NCR's IT organization, Coursen immediately launched a strategic program with manufacturing management. The business impact of IT for this program returned about $38 million to shareholders. He says, "We began a multi-year program to close those gaps, and to become equal to or better than the best-in-class practice for each of those manufacturing processes. That resulted in substantial savings." In this podcast, Coursen talks about the steps he has taken to ensure that his company continues to derive business impact from IT. He also provides the three things CIOs should do it they want to ensure that IT initiatives result in business impact, and the takeaways CIOs can use for working with their CFOs on capital IT investment decisions. tag:odeo.com,2009-05-18,24788375 Mon, 18 May 2009 21:26:50 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24550759-Business-Impact-of-IT-Fueled-Dollar-General-s-Explosive-Growth-Bruce-Ash-Former-Dollar-General-CIO If you're a CIO for a rapidly growing retail chain, you had better make sure you can deliver the business impact of IT to the organization. Bruce Ash has done just that repeatedly. He spent about 20 years developing IT infrastructures to support two major retailers --Talbots and Dollar General. During Ash's 10-year stint as CIO with Talbots, the company grew from 175 stores to 900 stores in four countries. On the other hand, Dollar General's explosive growth was like nothing Ash had ever experienced before at Talbots. Ash's nine-year tenure as CIO coincided with the company's expansion from 4,000 stores to 8,000 stores in 35 states. He said, "One year we opened 700 stores and three distribution centers to support the additional stores. Some retailers don't even have 700 stores." Some retail analysts say that Sam Walton's original vision for Wal-Mart resembled that of today's Dollar General. This modern version of the neighborhood general store sells everything from apparel to toys f... If you're a CIO for a rapidly growing retail chain, you had better make sure you can deliver the business impact of IT to the organization. Bruce Ash has done just that repeatedly. He spent about 20 years developing IT infrastructures to support two major retailers --Talbots and Dollar General. During Ash's 10-year stint as CIO with Talbots, the company grew from 175 stores to 900 stores in four countries. On the other hand, Dollar General's explosive growth was like nothing Ash had ever experienced before at Talbots. Ash's nine-year tenure as CIO coincided with the company's expansion from 4,000 stores to 8,000 stores in 35 states. He said, "One year we opened 700 stores and three distribution centers to support the additional stores. Some retailers don't even have 700 stores." Some retail analysts say that Sam Walton's original vision for Wal-Mart resembled that of today's Dollar General. This modern version of the neighborhood general store sells everything from apparel to toys from electronics to household goods, all at prices most people can afford to pay. Each Dollar General stores carries more than 5,400 core products from America's most trust brands and manufacturers. As CIO of Dollar General, Ash became the linchpin between the business community, the corporate leadership team, the company's strategy, and the deployment of IT. He says, "The business impact of IT came from building the infrastructure to support the company's fast-paced growth strategy. It included bringing in a point of sale system that improved both our customer experience and our supply chain. We could process a variety of alternative payment methods. As a result, customers could get through the checkout line faster. The merchandise information this system captured enabled us to have perpetual inventory in the stores, including automatic stock replenishment." If you're a CIO for a rapidly growing retail chain, you had better make sure you can deliver the business impact of IT to the organization. Bruce Ash has done just that repeatedly. He spent about 20 years developing IT infrastructures to support two major retailers --Talbots and Dollar General. During Ash's 10-year stint as CIO with Talbots, the company grew from 175 stores to 900 stores in four countries. On the other hand, Dollar General's explosive growth was like nothing Ash had ever experienced before at Talbots. Ash's nine-year tenure as CIO coincided with the company's expansion from 4,000 stores to 8,000 stores in 35 states. He said, "One year we opened 700 stores and three distribution centers to support the additional stores. Some retailers don't even have 700 stores." Some retail analysts say that Sam Walton's original vision for Wal-Mart resembled that of today's Dollar General. This modern version of the neighborhood general store sells everything from apparel to toys from electronics to household goods, all at prices most people can afford to pay. Each Dollar General stores carries more than 5,400 core products from America's most trust brands and manufacturers. As CIO of Dollar General, Ash became the linchpin between the business community, the corporate leadership team, the company's strategy, and the deployment of IT. He says, "The business impact of IT came from building the infrastructure to support the company's fast-paced growth strategy. It included bringing in a point of sale system that improved both our customer experience and our supply chain. We could process a variety of alternative payment methods. As a result, customers could get through the checkout line faster. The merchandise information this system captured enabled us to have perpetual inventory in the stores, including automatic stock replenishment." tag:odeo.com,2009-05-14,24550759 Thu, 14 May 2009 08:14:06 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788376-Business-Impact-of-IT-Fueled-Dollar-General-s-Explosive-Growth-Bruce-Ash-Former-Dollar-General-CIO If you're a CIO for a rapidly growing retail chain, you had better make sure you can deliver the business impact of IT to the organization. Bruce Ash has done just that repeatedly. He spent about 20 years developing IT infrastructures to support two major retailers --Talbots and Dollar General. During Ash's 10-year stint as CIO with Talbots, the company grew from 175 stores to 900 stores in four countries. On the other hand, Dollar General's explosive growth was like nothing Ash had ever experienced before at Talbots. Ash's nine-year tenure as CIO coincided with the company's expansion from 4,000 stores to 8,000 stores in 35 states. He said, "One year we opened 700 stores and three distribution centers to support the additional stores. Some retailers don't even have 700 stores." Some retail analysts say that Sam Walton's original vision for Wal-Mart resembled that of today's Dollar General. This modern version of the neighborhood general store sells everything from apparel to toys f... If you're a CIO for a rapidly growing retail chain, you had better make sure you can deliver the business impact of IT to the organization. Bruce Ash has done just that repeatedly. He spent about 20 years developing IT infrastructures to support two major retailers --Talbots and Dollar General. During Ash's 10-year stint as CIO with Talbots, the company grew from 175 stores to 900 stores in four countries. On the other hand, Dollar General's explosive growth was like nothing Ash had ever experienced before at Talbots. Ash's nine-year tenure as CIO coincided with the company's expansion from 4,000 stores to 8,000 stores in 35 states. He said, "One year we opened 700 stores and three distribution centers to support the additional stores. Some retailers don't even have 700 stores." Some retail analysts say that Sam Walton's original vision for Wal-Mart resembled that of today's Dollar General. This modern version of the neighborhood general store sells everything from apparel to toys from electronics to household goods, all at prices most people can afford to pay. Each Dollar General stores carries more than 5,400 core products from America's most trust brands and manufacturers. As CIO of Dollar General, Ash became the linchpin between the business community, the corporate leadership team, the company's strategy, and the deployment of IT. He says, "The business impact of IT came from building the infrastructure to support the company's fast-paced growth strategy. It included bringing in a point of sale system that improved both our customer experience and our supply chain. We could process a variety of alternative payment methods. As a result, customers could get through the checkout line faster. The merchandise information this system captured enabled us to have perpetual inventory in the stores, including automatic stock replenishment." If you're a CIO for a rapidly growing retail chain, you had better make sure you can deliver the business impact of IT to the organization. Bruce Ash has done just that repeatedly. He spent about 20 years developing IT infrastructures to support two major retailers --Talbots and Dollar General. During Ash's 10-year stint as CIO with Talbots, the company grew from 175 stores to 900 stores in four countries. On the other hand, Dollar General's explosive growth was like nothing Ash had ever experienced before at Talbots. Ash's nine-year tenure as CIO coincided with the company's expansion from 4,000 stores to 8,000 stores in 35 states. He said, "One year we opened 700 stores and three distribution centers to support the additional stores. Some retailers don't even have 700 stores." Some retail analysts say that Sam Walton's original vision for Wal-Mart resembled that of today's Dollar General. This modern version of the neighborhood general store sells everything from apparel to toys from electronics to household goods, all at prices most people can afford to pay. Each Dollar General stores carries more than 5,400 core products from America's most trust brands and manufacturers. As CIO of Dollar General, Ash became the linchpin between the business community, the corporate leadership team, the company's strategy, and the deployment of IT. He says, "The business impact of IT came from building the infrastructure to support the company's fast-paced growth strategy. It included bringing in a point of sale system that improved both our customer experience and our supply chain. We could process a variety of alternative payment methods. As a result, customers could get through the checkout line faster. The merchandise information this system captured enabled us to have perpetual inventory in the stores, including automatic stock replenishment." tag:odeo.com,2009-05-14,24788376 Thu, 14 May 2009 01:14:06 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24550760-Speak-like-a-CEO-Motivate-Like-a-CEO-Lessons-for-CIOs-Suzanne-Bates-best-selling-book-author What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others. If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO - Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO - Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter. When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, ... What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others. If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO - Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO - Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter. When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, he turned to Bates Communications, based in Boston, Massachusetts. The firm offers everything from formal strategic communications consulting to executive presence seminars and workshops. Clients include Blue Cross Blue Shield, Dow Chemical, Fidelity, and Mellon/Bank of New York. Bates says that the company's mission is to transform leaders into powerful communicators who get business results. She says that many leaders get promoted because of their business and technical skills. "When you reach the leadership of a C-level position, your primary role is to communicate the organization's vision, strategy, and values. You need good communication skills if want to inspire, to motivate, and to align the organization with the vision and strategy. Even middle managers need good communications skills. In many cases, communications is the missing link that holds people back from reaching their full potential." During her 20-year year in television news reporting, Bates interviewed 1,000 of political leaders, CEOs, experts, authors, and celebrities. She says that some people were better speakers than others. After Suzanne started working with executives at Bates Communications, she realized that good communications skills aren't necessarily an innate ability. "It's something you can learn. Leaders, like Jack Welch and President Obama, have learned to develop their own compelling communications style. All writing and all speaking has to come from inside. Many executives struggle with bringing out their authentic voice. It takes practice." What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others. If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO - Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO - Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter. When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, he turned to Bates Communications, based in Boston, Massachusetts. The firm offers everything from formal strategic communications consulting to executive presence seminars and workshops. Clients include Blue Cross Blue Shield, Dow Chemical, Fidelity, and Mellon/Bank of New York. Bates says that the company's mission is to transform leaders into powerful communicators who get business results. She says that many leaders get promoted because of their business and technical skills. "When you reach the leadership of a C-level position, your primary role is to communicate the organization's vision, strategy, and values. You need good communication skills if want to inspire, to motivate, and to align the organization with the vision and strategy. Even middle managers need good communications skills. In many cases, communications is the missing link that holds people back from reaching their full potential." During her 20-year year in television news reporting, Bates interviewed 1,000 of political leaders, CEOs, experts, authors, and celebrities. She says that some people were better speakers than others. After Suzanne started working with executives at Bates Communications, she realized that good communications skills aren't necessarily an innate ability. "It's something you can learn. Leaders, like Jack Welch and President Obama, have learned to develop their own compelling communications style. All writing and all speaking has to come from inside. Many executives struggle with bringing out their authentic voice. It takes practice." tag:odeo.com,2009-04-30,24550760 Thu, 30 Apr 2009 08:17:58 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788377-Speak-like-a-CEO-Motivate-Like-a-CEO-Lessons-for-CIOs-Suzanne-Bates-best-selling-book-author What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others. If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO - Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO - Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter. When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, ... What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others. If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO - Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO - Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter. When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, he turned to Bates Communications, based in Boston, Massachusetts. The firm offers everything from formal strategic communications consulting to executive presence seminars and workshops. Clients include Blue Cross Blue Shield, Dow Chemical, Fidelity, and Mellon/Bank of New York. Bates says that the company's mission is to transform leaders into powerful communicators who get business results. She says that many leaders get promoted because of their business and technical skills. "When you reach the leadership of a C-level position, your primary role is to communicate the organization's vision, strategy, and values. You need good communication skills if want to inspire, to motivate, and to align the organization with the vision and strategy. Even middle managers need good communications skills. In many cases, communications is the missing link that holds people back from reaching their full potential." During her 20-year year in television news reporting, Bates interviewed 1,000 of political leaders, CEOs, experts, authors, and celebrities. She says that some people were better speakers than others. After Suzanne started working with executives at Bates Communications, she realized that good communications skills aren't necessarily an innate ability. "It's something you can learn. Leaders, like Jack Welch and President Obama, have learned to develop their own compelling communications style. All writing and all speaking has to come from inside. Many executives struggle with bringing out their authentic voice. It takes practice." What do President Obama and Jack Welch have in common? They're both excellent communicators. Although they have different communications styles, they both know how to command attention and to get results. They also both know how to inspire and to motivate others. If you want to move up the IT ladder, you, undoubtedly, need to have good technical skills and solid business experience. On the other hand, if you want to earn that CIO seat at the executive table, your better hone your communications skills. You might start by going to amazon.com and ordering either Motivate like a CEO - Communicate Your Strategic Vision and Inspire People to Act! or Speak Like a CEO - Secrets to Commanding Attention and Getting Results. Suzanne Bates, the author, is CEO of Bates Communications, an executive communications consultancy, and a former award-winning television anchor and reporter. When Jose Alvarez, president and CEO of Stop & Shop Supermarket Co. wanted to improve his communications skills, he turned to Bates Communications, based in Boston, Massachusetts. The firm offers everything from formal strategic communications consulting to executive presence seminars and workshops. Clients include Blue Cross Blue Shield, Dow Chemical, Fidelity, and Mellon/Bank of New York. Bates says that the company's mission is to transform leaders into powerful communicators who get business results. She says that many leaders get promoted because of their business and technical skills. "When you reach the leadership of a C-level position, your primary role is to communicate the organization's vision, strategy, and values. You need good communication skills if want to inspire, to motivate, and to align the organization with the vision and strategy. Even middle managers need good communications skills. In many cases, communications is the missing link that holds people back from reaching their full potential." During her 20-year year in television news reporting, Bates interviewed 1,000 of political leaders, CEOs, experts, authors, and celebrities. She says that some people were better speakers than others. After Suzanne started working with executives at Bates Communications, she realized that good communications skills aren't necessarily an innate ability. "It's something you can learn. Leaders, like Jack Welch and President Obama, have learned to develop their own compelling communications style. All writing and all speaking has to come from inside. Many executives struggle with bringing out their authentic voice. It takes practice." tag:odeo.com,2009-04-30,24788377 Thu, 30 Apr 2009 01:17:58 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24518050-Accelerating-IT-Initiatives-Despite-Tough-Economy-Tim-Schaefer-Northwestern-Mutual%E2%80%99s-CIO Some insurance companies, such as AIG, have put themselves in dire financial circumstances. The billion in these companies have received in federal bailout money has added fuel to the economic downturn. On the other hand, the $21 billion Northwestern Mutual Life Insurance Company doesn’t need one cent of taxpayers’ dollars to preserve its customers’ wealth. This 150-year old, highly profitable company has more than $1 trillion of life insurance protection in force. Products include life insurance, long-term care insurance, disability insurance, annuities, mutual funds, and employee benefit services. In fact, the company maintains the highest available ratings for insurance financial strength from all four major ratings agencies. Despite the economic downturn, Northwestern Mutual isn’t about to rest on its financial strength. In fact, this company has continued to invest in areas, such as information technology, that can provide great value in terms of productivity, improved business... Some insurance companies, such as AIG, have put themselves in dire financial circumstances. The billion in these companies have received in federal bailout money has added fuel to the economic downturn. On the other hand, the $21 billion Northwestern Mutual Life Insurance Company doesn’t need one cent of taxpayers’ dollars to preserve its customers’ wealth. This 150-year old, highly profitable company has more than $1 trillion of life insurance protection in force. Products include life insurance, long-term care insurance, disability insurance, annuities, mutual funds, and employee benefit services. In fact, the company maintains the highest available ratings for insurance financial strength from all four major ratings agencies. Despite the economic downturn, Northwestern Mutual isn’t about to rest on its financial strength. In fact, this company has continued to invest in areas, such as information technology, that can provide great value in terms of productivity, improved businesses processes, and revenues. Tim Schaefer, Northwestern Mutual’s chief information officer, says, “We can’t loose sight of the fact that we are in a downturn, but we don’t want to completely give away our opportunity to pursue some strategic projects for the business.” As CIO for Northwestern Mutual, Schaefer leads 1,300 employees and 1,000 contractors in advancing the company’s strategy, for which relationships among customers, representatives, and executives drive the business forward. One of his key responsibilities is to carry out a strategic IT plan to bring the IT organization to a higher level of solutions and systems delivery maturity and business process enablement. His other priorities include helping the company remain customer-centric, making better use of analytics, and integrating product lines to strengthen financial offerings. Some insurance companies, such as AIG, have put themselves in dire financial circumstances. The billion in these companies have received in federal bailout money has added fuel to the economic downturn. On the other hand, the $21 billion Northwestern Mutual Life Insurance Company doesn’t need one cent of taxpayers’ dollars to preserve its customers’ wealth. This 150-year old, highly profitable company has more than $1 trillion of life insurance protection in force. Products include life insurance, long-term care insurance, disability insurance, annuities, mutual funds, and employee benefit services. In fact, the company maintains the highest available ratings for insurance financial strength from all four major ratings agencies. Despite the economic downturn, Northwestern Mutual isn’t about to rest on its financial strength. In fact, this company has continued to invest in areas, such as information technology, that can provide great value in terms of productivity, improved businesses processes, and revenues. Tim Schaefer, Northwestern Mutual’s chief information officer, says, “We can’t loose sight of the fact that we are in a downturn, but we don’t want to completely give away our opportunity to pursue some strategic projects for the business.” As CIO for Northwestern Mutual, Schaefer leads 1,300 employees and 1,000 contractors in advancing the company’s strategy, for which relationships among customers, representatives, and executives drive the business forward. One of his key responsibilities is to carry out a strategic IT plan to bring the IT organization to a higher level of solutions and systems delivery maturity and business process enablement. His other priorities include helping the company remain customer-centric, making better use of analytics, and integrating product lines to strengthen financial offerings. tag:odeo.com,2009-04-28,24518050 Tue, 28 Apr 2009 07:37:49 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788378-Accelerating-IT-Initiatives-Despite-Tough-Economy-Tim-Schaefer-Northwestern-Mutual%E2%80%99s-CIO Some insurance companies, such as AIG, have put themselves in dire financial circumstances. The billion in these companies have received in federal bailout money has added fuel to the economic downturn. On the other hand, the $21 billion Northwestern Mutual Life Insurance Company doesn’t need one cent of taxpayers’ dollars to preserve its customers’ wealth. This 150-year old, highly profitable company has more than $1 trillion of life insurance protection in force. Products include life insurance, long-term care insurance, disability insurance, annuities, mutual funds, and employee benefit services. In fact, the company maintains the highest available ratings for insurance financial strength from all four major ratings agencies. Despite the economic downturn, Northwestern Mutual isn’t about to rest on its financial strength. In fact, this company has continued to invest in areas, such as information technology, that can provide great value in terms of productivity, improved business... Some insurance companies, such as AIG, have put themselves in dire financial circumstances. The billion in these companies have received in federal bailout money has added fuel to the economic downturn. On the other hand, the $21 billion Northwestern Mutual Life Insurance Company doesn’t need one cent of taxpayers’ dollars to preserve its customers’ wealth. This 150-year old, highly profitable company has more than $1 trillion of life insurance protection in force. Products include life insurance, long-term care insurance, disability insurance, annuities, mutual funds, and employee benefit services. In fact, the company maintains the highest available ratings for insurance financial strength from all four major ratings agencies. Despite the economic downturn, Northwestern Mutual isn’t about to rest on its financial strength. In fact, this company has continued to invest in areas, such as information technology, that can provide great value in terms of productivity, improved businesses processes, and revenues. Tim Schaefer, Northwestern Mutual’s chief information officer, says, “We can’t loose sight of the fact that we are in a downturn, but we don’t want to completely give away our opportunity to pursue some strategic projects for the business.” As CIO for Northwestern Mutual, Schaefer leads 1,300 employees and 1,000 contractors in advancing the company’s strategy, for which relationships among customers, representatives, and executives drive the business forward. One of his key responsibilities is to carry out a strategic IT plan to bring the IT organization to a higher level of solutions and systems delivery maturity and business process enablement. His other priorities include helping the company remain customer-centric, making better use of analytics, and integrating product lines to strengthen financial offerings. Some insurance companies, such as AIG, have put themselves in dire financial circumstances. The billion in these companies have received in federal bailout money has added fuel to the economic downturn. On the other hand, the $21 billion Northwestern Mutual Life Insurance Company doesn’t need one cent of taxpayers’ dollars to preserve its customers’ wealth. This 150-year old, highly profitable company has more than $1 trillion of life insurance protection in force. Products include life insurance, long-term care insurance, disability insurance, annuities, mutual funds, and employee benefit services. In fact, the company maintains the highest available ratings for insurance financial strength from all four major ratings agencies. Despite the economic downturn, Northwestern Mutual isn’t about to rest on its financial strength. In fact, this company has continued to invest in areas, such as information technology, that can provide great value in terms of productivity, improved businesses processes, and revenues. Tim Schaefer, Northwestern Mutual’s chief information officer, says, “We can’t loose sight of the fact that we are in a downturn, but we don’t want to completely give away our opportunity to pursue some strategic projects for the business.” As CIO for Northwestern Mutual, Schaefer leads 1,300 employees and 1,000 contractors in advancing the company’s strategy, for which relationships among customers, representatives, and executives drive the business forward. One of his key responsibilities is to carry out a strategic IT plan to bring the IT organization to a higher level of solutions and systems delivery maturity and business process enablement. His other priorities include helping the company remain customer-centric, making better use of analytics, and integrating product lines to strengthen financial offerings. tag:odeo.com,2009-04-28,24788378 Tue, 28 Apr 2009 00:37:49 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25338548-Leading-Geeks-Through-Uncertainty-Paul-Glen-author-columnist-and-IT-Management-Consultant TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola M... TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola Marymount University. In fact, many graduate programs often cite his book in courses about managing technical professionals. TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola Marymount University. In fact, many graduate programs often cite his book in courses about managing technical professionals. tag:odeo.com,2009-04-22,25338548 Wed, 22 Apr 2009 20:10:54 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24491124-Leading-Geeks-Through-Uncertainty-Paul-Glen-author-columnist-and-IT-Management-Consultant TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola M... TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola Marymount University. In fact, many graduate programs often cite his book in courses about managing technical professionals. TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola Marymount University. In fact, many graduate programs often cite his book in courses about managing technical professionals. tag:odeo.com,2009-04-22,24491124 Wed, 22 Apr 2009 19:10:54 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788379-Leading-Geeks-Through-Uncertainty-Paul-Glen-author-columnist-and-IT-Management-Consultant TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola M... TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola Marymount University. In fact, many graduate programs often cite his book in courses about managing technical professionals. TalkAway -- The award-winning author of Leading Geeks and an IT management consultant provides tips for managing the people side of IT during this economic downturn. General Motors. Motorola. Panasonic. These companies began 2009 by announcing massive layoffs. The economic downturn has just about everyone questioning their job security. What will it take to find another one? While IT plays a key role in running the systems that power organizations, IT people aren't immune from layoffs, as CIOs struggle to cut costs and to do more with less. To get some answers on how CIOs and their staff can cope with this situation, enterpriseleadership.org turned to Paul Glen, the author of the award-winning book, Leading Geeks -- How to Lead and Manage People Who Drive Technology, and a management columnist for Computerworld. He has more than 10 years of experience delivering and managing IT products and services. He has taught at MBA programs at the University of Southern California and Loyola Marymount University. In fact, many graduate programs often cite his book in courses about managing technical professionals. tag:odeo.com,2009-04-22,24788379 Wed, 22 Apr 2009 12:10:54 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25338549-How-CIOs-Can-Protect-Their-Companies-Brian-Wolfe-Security-Expert-Laurus-Technologies It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the ... It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the Federal Aviation Administration, and the United States Postal Security all became victims of security breaches. Wolfe says that CIOs do have something to worry about. He adds that about 75 companies out of the Fortune 1000 have an ISO 27001 certification for security. “ CIOs must think about whether or not they have the proper security controls in place to both prevent on-going threats, and these newer threats. They need to have some access controls that clearly delineate between the software development area, test and quality assurance, and product. The goal here is make sure that no one person is in a position to introduce fraudulent or malicious code or data into some critical applications. CIOs also need to cover all of their bases with respect to vulnerability assessment, and penetration testing, especially data loss or data leakage prevention.” It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the Federal Aviation Administration, and the United States Postal Security all became victims of security breaches. Wolfe says that CIOs do have something to worry about. He adds that about 75 companies out of the Fortune 1000 have an ISO 27001 certification for security. “ CIOs must think about whether or not they have the proper security controls in place to both prevent on-going threats, and these newer threats. They need to have some access controls that clearly delineate between the software development area, test and quality assurance, and product. The goal here is make sure that no one person is in a position to introduce fraudulent or malicious code or data into some critical applications. CIOs also need to cover all of their bases with respect to vulnerability assessment, and penetration testing, especially data loss or data leakage prevention.” tag:odeo.com,2009-04-16,25338549 Thu, 16 Apr 2009 15:33:31 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24463329-How-CIOs-Can-Protect-Their-Companies-Brian-Wolfe-Security-Expert-Laurus-Technologies It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the ... It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the Federal Aviation Administration, and the United States Postal Security all became victims of security breaches. Wolfe says that CIOs do have something to worry about. He adds that about 75 companies out of the Fortune 1000 have an ISO 27001 certification for security. “ CIOs must think about whether or not they have the proper security controls in place to both prevent on-going threats, and these newer threats. They need to have some access controls that clearly delineate between the software development area, test and quality assurance, and product. The goal here is make sure that no one person is in a position to introduce fraudulent or malicious code or data into some critical applications. CIOs also need to cover all of their bases with respect to vulnerability assessment, and penetration testing, especially data loss or data leakage prevention.” It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the Federal Aviation Administration, and the United States Postal Security all became victims of security breaches. Wolfe says that CIOs do have something to worry about. He adds that about 75 companies out of the Fortune 1000 have an ISO 27001 certification for security. “ CIOs must think about whether or not they have the proper security controls in place to both prevent on-going threats, and these newer threats. They need to have some access controls that clearly delineate between the software development area, test and quality assurance, and product. The goal here is make sure that no one person is in a position to introduce fraudulent or malicious code or data into some critical applications. CIOs also need to cover all of their bases with respect to vulnerability assessment, and penetration testing, especially data loss or data leakage prevention.” tag:odeo.com,2009-04-16,24463329 Thu, 16 Apr 2009 14:33:31 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788380-How-CIOs-Can-Protect-Their-Companies-Brian-Wolfe-Security-Expert-Laurus-Technologies It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the ... It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the Federal Aviation Administration, and the United States Postal Security all became victims of security breaches. Wolfe says that CIOs do have something to worry about. He adds that about 75 companies out of the Fortune 1000 have an ISO 27001 certification for security. “ CIOs must think about whether or not they have the proper security controls in place to both prevent on-going threats, and these newer threats. They need to have some access controls that clearly delineate between the software development area, test and quality assurance, and product. The goal here is make sure that no one person is in a position to introduce fraudulent or malicious code or data into some critical applications. CIOs also need to cover all of their bases with respect to vulnerability assessment, and penetration testing, especially data loss or data leakage prevention.” It’s hard to avoid all of the news stories about the economic downturn, company layoffs, or employees being asked to take drastic pay cuts. Most employees understand that businesses have no choice but to reduce their costs. On the other hand, those disgruntle employees or former employees in dire financial straits could find themselves doing things they wouldn’t normally do. As a result, these employees could pose a whole new set of security threats to an organization. Brian Wolfe, a security expert and co-founder of Laurus Technologies, an IT consulting firm specializing in security, says that companies must have controls in place to make sure that people can’t do things, such as authorizing a purchase order to a fictitious vendor, and having funds disbursed to a company that never receives the goods.” Meanwhile, security breaches still continue to plague America at the rate of about one a week. In fact, within the first few months of 2009, Merrill Lynch, Continental Airlines, the Federal Aviation Administration, and the United States Postal Security all became victims of security breaches. Wolfe says that CIOs do have something to worry about. He adds that about 75 companies out of the Fortune 1000 have an ISO 27001 certification for security. “ CIOs must think about whether or not they have the proper security controls in place to both prevent on-going threats, and these newer threats. They need to have some access controls that clearly delineate between the software development area, test and quality assurance, and product. The goal here is make sure that no one person is in a position to introduce fraudulent or malicious code or data into some critical applications. CIOs also need to cover all of their bases with respect to vulnerability assessment, and penetration testing, especially data loss or data leakage prevention.” tag:odeo.com,2009-04-16,24788380 Thu, 16 Apr 2009 07:33:31 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25338550-Getting-Business-Impact-of-IT-to-Flow-at-The-Coca-Cola-Company-At-Other-Companies-Interview-with-Jack-Bergstrand Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. tag:odeo.com,2009-04-08,25338550 Wed, 08 Apr 2009 10:02:34 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24428218-Getting-Business-Impact-of-IT-to-Flow-at-The-Coca-Cola-Company-At-Other-Companies-Interview-with-Jack-Bergstrand Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. tag:odeo.com,2009-04-08,24428218 Wed, 08 Apr 2009 09:02:34 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/24788381-Getting-Business-Impact-of-IT-to-Flow-at-The-Coca-Cola-Company-At-Other-Companies-Interview-with-Jack-Bergstrand Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. Have you had your Coke today? Jack Bergstrand knows what it takes for a $30 billion beverage company to maintain its global brand. During his 25-year career with The Coca-Cola Company, he gained much operational and strategic experience running everything from manufacturing to marketing, and even IT. In fact, as vice president of business systems, Bergstrand overhauled the company's global IT operations. Today, Bergstrand heads Brand Velocity, a consulting firm focused on helping Fortune 500 companies improve the business impact of IT across large-scale technology projects. Now let's meet Jack Bergstrand, CEO of Brand Velocity. tag:odeo.com,2009-04-08,24788381 Wed, 08 Apr 2009 02:02:34 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT, http://odeo.com/episodes/25338554-Using-Technology-in-Innovative-Ways-Norman-Jacknis-Former-CIO-of-Westchester-County-NY Dr. Norman Jacknis has much experience finding innovative ways to use technology. For 10 years, he served as the CIO for Westchester Country, one of the most prosperous counties in New York State. His mission focused on working with business leaders to create real business impact from IT. Because he had extensive knowledge of the business, Dr. Jacknis used every opportunity to speak to the CEO, who he reported to, about how to improve things, some of which didn't necessarily involve technology, but management issues or policy issues. He says, "I wasn't afraid to say we can use technology here, but you first need to address this issue." One of Dr. Jacknis' innovative solutions involved establishing a unit that analyzed all of the data Westchester County collected from its transactional systems. He says, "We fed the analyzed data back to the business lines according to what actions made them successful and visa versa, based on long-term criteria. For example, the police department mig... Dr. Norman Jacknis has much experience finding innovative ways to use technology. For 10 years, he served as the CIO for Westchester Country, one of the most prosperous counties in New York State. His mission focused on working with business leaders to create real business impact from IT. Because he had extensive knowledge of the business, Dr. Jacknis used every opportunity to speak to the CEO, who he reported to, about how to improve things, some of which didn't necessarily involve technology, but management issues or policy issues. He says, "I wasn't afraid to say we can use technology here, but you first need to address this issue." One of Dr. Jacknis' innovative solutions involved establishing a unit that analyzed all of the data Westchester County collected from its transactional systems. He says, "We fed the analyzed data back to the business lines according to what actions made them successful and visa versa, based on long-term criteria. For example, the police department might look at programs that kept repeat offenders out of jail or programs that helped to prevent traffic accidents." Under Dr. Jacknis leadership, Westchester County earned many technology innovation awards, including the Center for Digital Government's top ten digital countries in the country, and American City & County's Crown Communities Awards for technology. Government Technology Magazine named Dr. Jacknis as one of the country's Top 25 Doers, Dreamers, and Drivers who broke bureaucratic inertia to better serve the public. In 2008, Dr. Jacknis left his post at Westchester County and joined a think tank within Cisco Systems, established by John Chambers, Cisco's CEO. He says, "People kept asking Chambers what they needed to do if they wanted to run a successful business such as Cisco." As director of the state and local government strategic consulting unit within Cisco's Internet Business Solutions Group, Dr. Jacknis speaks to business leaders and government professionals about how to use technology in innovative ways in their organization. He says, "We don't charge anything, we don't sell anything, and we don't ever talk about products, especially Cisco's products. We are out there as strategic advisors." Because many government agencies have an interest in Web 2.0 technologies, Dr. Jacknis is working on a concept within the government to take advantage of Web 2.0's collaboration capabilities. He says, "We give them examples of how it has been used successfully, how they can apply these examples to their needs, and how it is meaningful to political leaders. We might talk about the Web site Samsung set up for customers to help each other. People trust more what they hear from other customers. In return, Samsung is getting loyal customers, and free market research." Dr. Norman Jacknis has much experience finding innovative ways to use technology. For 10 years, he served as the CIO for Westchester Country, one of the most prosperous counties in New York State. His mission focused on working with business leaders to create real business impact from IT. Because he had extensive knowledge of the business, Dr. Jacknis used every opportunity to speak to the CEO, who he reported to, about how to improve things, some of which didn't necessarily involve technology, but management issues or policy issues. He says, "I wasn't afraid to say we can use technology here, but you first need to address this issue." One of Dr. Jacknis' innovative solutions involved establishing a unit that analyzed all of the data Westchester County collected from its transactional systems. He says, "We fed the analyzed data back to the business lines according to what actions made them successful and visa versa, based on long-term criteria. For example, the police department might look at programs that kept repeat offenders out of jail or programs that helped to prevent traffic accidents." Under Dr. Jacknis leadership, Westchester County earned many technology innovation awards, including the Center for Digital Government's top ten digital countries in the country, and American City & County's Crown Communities Awards for technology. Government Technology Magazine named Dr. Jacknis as one of the country's Top 25 Doers, Dreamers, and Drivers who broke bureaucratic inertia to better serve the public. In 2008, Dr. Jacknis left his post at Westchester County and joined a think tank within Cisco Systems, established by John Chambers, Cisco's CEO. He says, "People kept asking Chambers what they needed to do if they wanted to run a successful business such as Cisco." As director of the state and local government strategic consulting unit within Cisco's Internet Business Solutions Group, Dr. Jacknis speaks to business leaders and government professionals about how to use technology in innovative ways in their organization. He says, "We don't charge anything, we don't sell anything, and we don't ever talk about products, especially Cisco's products. We are out there as strategic advisors." Because many government agencies have an interest in Web 2.0 technologies, Dr. Jacknis is working on a concept within the government to take advantage of Web 2.0's collaboration capabilities. He says, "We give them examples of how it has been used successfully, how they can apply these examples to their needs, and how it is meaningful to political leaders. We might talk about the Web site Samsung set up for customers to help each other. People trust more what they hear from other customers. In return, Samsung is getting loyal customers, and free market research." tag:odeo.com,2009-04-02,25338554 Thu, 02 Apr 2009 06:49:26 -0700 no Enterprise Leadership Podcasts for the CIO Business management it global Thought cio, enterprise, business, leadership, management, BSM, IT,