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Stories by Divina Paredes

The CIOs of tomorrow

These days it has almost become a mantra for networked organisations to be nimble, ready to adjust to the ever changing needs of the marketplace and stakeholders, while ensuring the foundations for long-term growth.
But how about transposing this philosophy to another area close to the hearts and minds of today's contemporary IS executives - their career?

Written by Divina Paredes30 Jan. 06 22:00

On the leading edge

Scott Houston laughs when asked whether he is a "power hungry executive". "Power processing hungry," he clarifies.
These words aptly describe Houston, who heads the New Zealand Supercomputing Centre (NZSC), now one of the largest commercially available supercomputing clusters in the Southern Hemisphere.

Written by Divina Paredes30 Jan. 06 22:00

Acts of compliance

By 2007 at the latest, the International Financial Reporting Standards (IFRS) will take effect in New Zealand.
IFRS, developed by the London-based International Accounting Standards Board, is a major step to globally harmonise accounting standards.

Written by Divina Paredes30 Oct. 05 22:00

Leading the way

Deconstructing leadership - what constitutes it, who has it - is a subjective process.
But four months ago, at the Wellesley Club in Wellington, this writer experienced leadership personified.

Written by Divina Paredes30 Sept. 05 22:00

Putting IT together

On acquiring and being acquired

Written by Divina Paredes31 Aug. 05 22:00

No holds barred

Marcel van den Assum says the meeting starts middle of the afternoon, ends two hours later, and "concludes with a few drinks if it works out, [as] it normally does".
"We present to them collectively our direction, our priorities, our road map." An open forum follows, and sometimes a debate.

Written by Divina Paredes31 Aug. 05 22:00

The new agenda setter

Marcel van den Assum, Fonterra: One of the most important aspects of governance pertaining to IS, is alignment within the organisation through different governance structures.
Or, to put it more specifically, alignment of governance structures. For example if you're developing a corporate culture, corporate values, it's vitally important that that culture, those values, are understood in the context of IS governance.

Written by Divina Paredes31 July 05 22:00

Technology pioneers

The 2005 winners, chosen by major venture capital and technology companies, includ-ed companies working on anti-terrorism software and treatments for cancer and Alzheimer's disease.
The WEF believes these pioneers have focused on four major trends: Global demographic shifts, an impending energy crunch, mobile devices and greater security concerns.

Written by Divina Paredes30 Jan. 05 22:00

Roundtable discussion: Call of the future

April Walker, Southern Cross: We are at one of the early stages of considering our strategic direction in telecommunications technology for voice over IP. We're in the process of looking at what we've got, where we might be going in the future, and what we're likely to need. Obviously VOIP has cropped up as a potential direction for us so it's something that we're looking at and considering. Previously one of our call centres was operating on VOIP technology but we disestablished it. We moved the call centre. We merged it back into the main call centre.
Catherine Rusby, IAG: I'm just reviewing the final paper that's going to be submitted to our board in a couple of weeks to say, 'You won't hear from us again because we're done [with our project].'

Written by Divina Paredes30 Jan. 05 22:00

Governing attitudes

Nailing the basics of IT governance has been a key step in the development of every world class IT organisation (ITO), notes a recent Meta Group report.
However, the analyst firm points out, for many organisations, governance is a "nebulous" term. "The typical ITO's view of governance is a tactical prioritisation committee incorrectly termed the 'IT steering committee'."

Written by Divina Paredes30 Oct. 04 21:00

Security mismatch

The result is a constant game of catch-up, with companies investing in technology to support new business investments and then discovering they have to plug the security holes the new investments created.
A recent AMR Research survey of 220 IT and security professionals shows 56 per cent of companies will increase their security budgets by an average of 7.4 per cent, while only 2 per cent plan to decrease them.

Written by Divina Paredes30 Sept. 04 22:00

Lukewarm to flexiworking

There is also a lot of mistrust and rivalry between co-workers regarding flexible working, and those who work away from the office are subject to criticism and corridor gossip from colleagues, says a new report.
According to the report Mobility and Mistrust commissioned by Toshiba and conducted by Sweeney Research, only 35 per cent of New Zealand organisations currently have flexible workplaces. Yet, 39 per cent of personnel in non-flexible workplaces have jobs that can be undertaken flexibly.

Written by Divina Paredes30 Sept. 04 22:00

Panning for gold

Corporate data is no different from iron ore, says Mike Evertzen of Telecom.The latter is just rock in the ground and becomes of value only if extracted.
"It is the same thing with data," he says. "It is meaningless if it sits in its raw form."

Written by Divina Paredes31 Aug. 04 22:00