Balancing innovative projects with keeping the lights on responsibilities is the reality for most CIOs today. Our research suggests that tackling this challenge successfully requires adopting a two-step strategy that can apply to organisations across sectors and geographies.
John Bell takes a ‘transform from within’ approach for his 400 staff at Fletcher Building.
Should you be on the bleeding edge, a fast follower or on watching brief? What I learned from managing complex projects over the past two decades.
The move will allow us to focus on core business of product development, says Andrew Holliday, Finzsoft managing director.
The optimal conditions for innovation are almost the opposite of the optimal conditions for successful outsourcing...Recognising this paradox, how do we make innovation through outsourcing work?
To avoid litigation and headaches, in general, it’s imperative that you incorporate an effective arbitration clause into international outsourcing contracts.
IT organizations are increasingly interested in adopting DevOps models to deliver applications faster, better and cheaper to the business, but they're not inclined to look to their IT service providers for help with these efforts.
As business needs--and the new technologies required to support them--evolve ever more rapidly, outsourcing contracts signed just a year or two ago are already getting stale. That's why Mayer Brown business and sourcing technology partner Dan Masur is advising companies to revamp their outsourcing deals right now to not only access new options, but also to cut significant costs.
A new study from the Everest Group reports that most global in-house offshore centers deliver more savings than offshore outsourcing.
Three days after Nigel Prince joined the Ministry of Agriculture and Forestry as CIO, his ambitions were reined in.
“The chief financial officer told me about all the money I didn’t have to spend on all the whizzy stuff I thought I could do in the MAF environment,” he told a recent CIO Insights luncheon.
The need to keep information secure is not a recent development. To satisfy this need, most organisations construct a list of security requirements based on common sense. This has proven fairly effective with simple and well understood media such as pen and paper. As information management (and its security) has become more complex in nature, the likelihood of a gap in that common sense list of requirements has increased.
Today’s workforce is expanding to include a growing number of contractors, despite high-profile security incidents. This paper identifies how to mitigate risks in what’s often a necessary business decision. · Many businesses don’t really have the luxury of asking, “can we afford the risk of a contractor?” · Companies like Target, Cogent Healthcare, Stanford Hospital, Beebe Healthcare and even the EPA have had breaches that were the result of “temporary” access · A substantial roadblock to productivity is granting them access to necessary systems, which in many cases house sensitive information
