The Many Benefits of Asset Tracking
October 28, 2008
Carefully tracking assets offers a number of benefits, says Express Metrix CEO Kris Barker. Such procedures identify software that isn’t being used, help compliance efforts, improve security and generally increase corporate efficiency.
Informed Investment Planning Cuts Inefficiency and Wasteful Spending
September 23, 2008
Perhaps it is surprising that many companies don’t plan their investments with enough care. Enterprise Architecture Management software is a systematic way to address this challenge. The bottom line, according to alfabet CEO Erik Masing, is that EAM brings transparency to every facet of the organization’s investments.
CFOs and CIOs Should Work Together on Licensing
August 8, 2008
Scott Rosenberg, the CEO and Founder of Miro Consulting, says that the CIO should include the CFO in software licensing negotiations. If done correctly, such cooperation strengthens bonds between the departments, improves the licenses and creates a better understanding of the complex tasks IT performs.
Podcast: Gaining Trust and Buy-in Keys for CIOs
July 23, 2008
C-level executives don’t always understand that they aren’t experts, that projects must scale and that a robust technical empire wasn’t built in a day. Bradman Group CEO Robert Bradman says a CIO must help them see the big picture. The good news is that once they do, these executives generally do what’s in the best strategic and tactical interests of the organization.
Managing Assets More Complex as Financial Institutions Go Global
July 8, 2008
Demands are exploding on financial services firms. They must provide a greater number of services more quickly and over far greater distances. Decision makers, in conjunction with the CIO, must decide whether to meet these needs themselves or seek help. Juniper Networks’ executives Michael Segal and Michael Rothschild say that the best option is managed service providers.
Read more »The View from Here: BC/DR Planning Must be Proactive and All-Inclusive
June 18, 2008
The best laid plans of mice and IT will go for naught if both business and technical realities are not taken into consideration when planning for trouble.
Read more »After the Merger
May 5, 2008
For most departments, the hard work starts after the merger is completed. Doug Sheehan, a principal in Investment Conversions & Consulting, discusses the next steps from the perspective of the offices of the CFO, Investment Accounting and Investment Operations of an insurance company. Clearly, people in the IT department–which will be called on to assist in all of these areas–must should understand that their lives are about to get very busy.
Building Bridges Between IT and Other Departments
April 29, 2008
Many observers feel that IT will grow in stature by becoming more proactive. One way to foster this attitude is for personnel from IT and other departments to temporarily trade places, says Patrick Gray, the founder and president of the Prevoyance Group. That’s a terrific idea–and one that will have benefits beyond simply making IT play a more energetic role.
Don’t Separate IT from the Rest of the Business
April 28, 2008
IT departments that treat other areas of the company as customers who must be satisfied–no different than the real customers, the ones who pay the bills–are doing both the organization and themselves a disservice, says Patrick Gray, the founder and President of the Prevoyance Group. Instead of passively fulfilling requirements, IT should break down the walls and actively harness technology for the organization’s success.
Balancing IT Budgets to Support Operations and Innovation
April 22, 2008
Traditional portfolio management tools are valuable but incomplete because they don’t have access to the complex data that reflects IT systems’ evolution. alfabet co-founder and CEO Erik Masing says fuller profiles of what is happening are possible when the architectural management tools used by IT to track technological changes are part of the mix.
