If your company is reinventing itself, IT plays a role. But CEOs set the agenda for change, says Innosight Chairman Mark Johnson.
Stories by Elana Varon
Corporate e-business teams with their own I.T. budgets have all but evaporated, but the CIO's responsibility for developing online sales and supplier channels is still evolving. What you do now to define yourself as an e-business tactician, strategist and gatekeeper will determine your role as a decision-maker for future e-commerce investments.
Despite the antihype, e-commerce isn't dead. "There's a real excitement vacuum, but there's not a spending or an interest vacuum," says Whit Andrews, a research director with Gartner Inc. in Stamford, Conn. And responsibility for e-commerce spending and strategy falls increasingly to CIOs. According to a survey by Cambridge, Mass.-based Forrester Research Inc. published in August, three times more companies are now making technology decisions centrally than they were in 2001.
Corporate executives have a hard time executing their business strategies because they just aren't tough enough, says strategic planning expert C Davis Fogg. A US-based consultant to blue-chip companies and the author of <i>Implementing Your Strategic Plan</i> (Amacom, 1999), Fogg says strategic plans flop because executives don't follow through. They fail to lead. They fail to hold their employees - or themselves - accountable for results.
FRAMINGHAM (10/02/2002) - VINTON CERF
Senior Vice President of Architecture and Technology
For most companies today, B2B transactions start and end with the purchase order -- with billing and payment still largely done the old-fashioned way, on paper.
The 2001 Enterprise Value Awards were tough to judge and even tougher to win.