A Formula One racing car and heart surgery are not usually mentioned in the same breath to describe an ICT project.
Stories by Divina Paredes
A number of New Zealand enterprises block their staff from accessing social networking sites like Facebook and YouTube.
But it is the features that make these websites so popular that Cisco has incorporated into its Enterprise Collaboration Platform.
“You can get anywhere one step at a time! What seemed impossible at the outset slowly and steadily became possible as we put one foot in front of the other.”
Recruitment firm Hudson says 25 percent of employers in the IT industry intend to hire more permanent staff in the coming three months.
The latest “Hudson Report: Hiring Expectations” shows the IT sector also leads among other industries, such as professional services, manufacturing, retail, construction/property/engineering and government, in their perception of hiring expectations.
Air New Zealand CIO Julia Raue encourages her team to work across various areas of the business, to “look behind the scenes” and see what happens at airports.
This way, they stay in touch with the customers and the people they support in the different areas of the business. “It is important they understand what they are trying to change or what they are trying to enhance,” says Raue.
Owen McCall, CIO of The Warehouse, has of late been involved in online games and is encouraging other ICT executives to do the same.
He is one of the organisers of the Life Game Project, which aims to use immersive games technology to "develop life skills and positive lifestyle choices" for New Zealanders aged five to 19.
The New Zealand Automobile Association (NZ AA) used to send some 400,000 letters to prospective customers for its insurance business AA Life each year. The call centre would then follow up those letters with a phone call.
Two years ago, NZ AA deployed business analytical tools from SAS that identified which customers would most likely respond to such a campaign, and sent the letters to this group. As a result the volume of marketing mail has been greatly reduced, along with the number of follow up calls by call centre agents. Moreover, response rates have improved by more than 50 per cent and even doubled, says Mark McCabe, senior marketing manager for NZ AA.
How can we support the introduction of new services while avoiding the disruption of existing services? How can I reduce costs while improving services? How will I balance the need to influence business strategy with the need to provide top-notch IT support?
In January to April this year, IBM interviewed more than 2500 CIOs across the globe on the daily demands they face. And from the hour-long interviews, the above questions emerged as those that CIOs are asking themselves on an ongoing basis.
As chief information officer of BMC Software, Mark Settle says two things make his role “unusual”. The first is providing ICT support for 6000 employees across the globe, of which half are in research and development. The latter involves supporting servers and storage devices in the R and D laboratories in different parts of the world — four in the US, and one each in Israel and India.
The second is that his team is also an internal showcase for BMC products, meaning they use all versions of BMC products internally, and meet with end customers. “This gives us a unique ability to provide feedback to the R and D people about the actual practical issues that we run into,” Settles says during a recent visit in Auckland.
“We looked at what the business wanted to achieve and thought about that from an IT perspective,” says Brett Priddey, manager architecture strategy and analysis at the Wellington City Council (WCC). “We are not developing new strategies. We can do smart stuff, but it has to be in a context with what the business is trying to do.”
Priddey is describing how ICT actively supports the WCC-designated strategy to position the country’s capital as an “affordable, internationally-competitive city”.
The world is thought to have gone through the worst of the economic meltdown, but companies can expect the next five to 10 years to be vastly different from the past decade.
This is the message from Microsoft chief financial officer Chris Liddell in his keynote speech at this year’s Tech Ed in Auckland.
Successful CIOs blend three pairs of roles. While these roles seem contradictory, they are actually complementary.
This is the conclusion of IBM in its first Global Chief Information Officer Survey with more than 2500 CIOs interviewed worldwide between January and April 2009.
After completing a 12-kilometre course that included crossing swamps and crawling under barbed wire, Pat O’Connell and Jonathan Iles are tackling a more difficult terrain. This November, they will climb the four highest peaks in the North Island and encounter snow and ice on the way.
O’Connell and Iles who are CIOs, respectively, of Rank Group and its subsidiary Carter Holt Harvey, along with the third member of their team Glenda Mullany of The Tango Group, are doing this to raise money for the The Kia Timata Ano Trust, a women’s refuge in the Rodney district, north of Auckland. Mullany is a board member of the trust.
CIOs have to brace themselves for unprecedented pressures in the next four years, which will make the changes of the past two decades seem mild.
This is the brief of a PricewaterhouseCoopers’ (PwC) report on ‘the next generation CIO’, which covered 667 senior executives.
Rod Oram, business journalist and professor of business at Unitec, presented a possible scenario for New Zealand in his keynote address at the IBM Insight Forum 2009 in Auckland on Thursday.
“Twenty years from now, a Kiwi, Prof Min Te Tua, wins the Nobel prize for her work on M3 – based on her research on building small, entrepreneurial global companies,” he said, of his fictional scenario.