Tag: IT leadership

INTRO EPISODE Podcast Transcript Stuart: Hello, I’m Stuart Crainer. I’m the co-founder of Thinkers50 and I would like to welcome you to a new podcast

Therein lies the AI paradox: The more we automate data analytics, the more work is required of humans to cover edge cases, provide high-level scrutiny, and put meaning behind the insights.

Everyone likes to give New Year’s advice to CIOs. But why does it all sound the same, so academic and so old? Are Gartner, McKinsey, IDC, ZDNet, & EY academics, practitioners, mimics or lost time travelers? And why are they missing the point entirely? CIOs should tend to the fields, not the skies – unless they’re extraordinarily bored, talented or about to get fired, which makes them ready for retirement or another assignment altogether.

Saerom Lee, a Wharton professor, warns aspiring entrepreneurs about the pitfalls of flat organizational structures, which often lead to failure. His research shows that as startups grow, they need hierarchical management to maintain order and productivity. Balancing creativity with effective management is crucial for long-term success and employee diversity.

Managing a portfolio of products is more than managing the sum of its parts. For most of us as product managers, as we gain experience and responsibility, we do start owning a portfolio of products. This is a step in one’s career that often comes without training.

Great leaders, in sport and business, are great coaches who help high-performers reach their full potential.

As companies think about how to manage data as a business asset, they should reflect on two fundamental and complementary dynamics of responsibility – the business of data, and the technology of data.

Areas where artificial intelligence has begun to show returns are industrial automation (smart factories), decision support in medical diagnosis, new drug formulations (e.g., COVID medications), and automating business processes such as fraud detection and intervention in financial transactions.

Another year has passed, and technology and digital remain on the ascent, as companies focus on each as sources of new revenue streams and resilience.

Like Arumugavelu, who says he and his C-suite colleagues will be using insights gleaned from these and other technologies to keep improving how Verizon serves customers, plenty of other CIOs will be focused on finding new, digital ways to enhance products and services.

“In any early [tech] disruption, the only way to make something real is with simple use cases,” says Chandrasekaran, whose team is looking into using virtual reality to help in nurse training and certification, with a goal of producing a prototype experience within a few months.

We’ve made a large move to be an agile organization to organize around our products versus organizing around our businesses. The reason for that is we need to be able to build solutions quickly and those local teams — the product, technology, data, and design leaders — they’re more able to see what’s happening in the market, make decisions quickly, decide what to build or what service to provide, and make sure we’re applying that for our customer versus being organized in a way that makes it more difficult to operate.