It's a good bet the Bring Your Own Device (BYOD) policy your employees mindlessly signed gives the right to remotely wipe their lost or stolen phone or tablet. It's an even better bet that they're not OK with it.
Stories by Tom Kaneshige
With their executive power under fire, CIOs need to step out from behind their desks and take a more prominent and visible role both inside and outside their companies.
As millennials flood the workplace, climb corporate ladders and spread throughout the four corners of a company, they will eventually take on positions of leadership in marketing, human resources, finance, sales and IT. They'll gain more influence inside an organization, along with purchasing power over technology.
Remote and mobile workers mean companies will have to conduct more conference calls to keep them in the loop. But what, exactly, are remote workers doing during these dial-in meetings? The answers may surprise you, according to results from a new InterCall survey of more than 500 full-time, remote workers.
On one side of the fence, lots of companies, especially those in Europe, won't have anything to do with the Bring Your Own Device programs. On the other side, an equal number of companies have jumped on the BYOD bandwagon, including at least a few going all-in with mandatory BYOD.
In New York City, venerable companies give luxurious corporate cars to power brokers dressed in Armani suits driving down Wall Street. But across the country in San Francisco, you're more likely to see blue jeans-clad execs driving shared Zipcars to their wacky digs in SoMa, or south of Market.
CIOs face unrelenting change as part of the job description. Today they must deal with change coming at them from all fronts. More than ever before, CIOs now have to knock down walls, connect corporate silos, keep customers in their sights, be willing to fail fast and pivot to a more successful strategy -- one that usually involves wielding the power of data analytics.
You'd think marketing pros speaking to a roomful of marketers about the rocky CMO-CIO relationship would devolve into an IT-bashing session -- but you'd be wrong.
Listen to an executive speak for 10 seconds, and you'll know instantly whether that person is a CIO or CMO. Their use of words and the way they talk about their jobs are polar opposite to each other.
Over the next 12 months, companies will be in a pitched battle to drive revenue and improve the customer experience. A Forrester survey of business leaders flagged these two initiatives as the most important by far. In other words, competition is about to heat up.
While attending a tech conference last month, Michael DeFranco received word on his phone that Apple was joining forces with IBM to go after the enterprise. The CEO and founder of Lua, a mobile messaging service running on Android and iOS, stared at the text message in disbelief.
At the heart of any good relationship is communication, yet a new study shows that CIOs and CMOs are terrible at it. They're not speaking the same language, bicker about the tech budget and argue over who should take ownership of mobile apps.
CIOs in the U.S. struggling with the Bring Your Own Device (BYOD) trend might want to look across the pond to see what their European counterparts are doing -- or rather, not doing.
Forced into an arranged marriage of sorts, the CIO and CMO are trying their best to make things work. Still, disagreements arise. One out of four CIOs believe CMOs lack the vision to anticipate new digital channels, while many CMOs say CIOs lack the urgency needed to respond to shifting market conditions.
At a well-known investment firm in New York City, something strange is happening: Mobile app performance issues and privacy concerns have sparked a Bring Your Own Device (BYOD) revolt, and now many employees are asking for their corporate BlackBerry back.