Leadership

CIO Network

Companies must continuously search for technology talent. They must also differentiate among their performers and reward them accordingly. Respect and flexibility is key to retention.

Digital danger fears too often derail strategy acceleration, impede operations and drain cash. Three questions can change that.

With IT skills needing to be upgraded faster than ever, a growing number of tech leaders are setting up internal learning academies to help train their teams—and sometimes their entire companies.

Boris Shulkin was recently named Executive Vice President and Chief Digital and Information Officer of Magna International. He was elevated to this role nearly two decades into his tenure with the $36 billion revenue auto parts manufacturer. Previously, he was an R&D leader and led tech investments.

If as a technology leader the future path includes continuous improvement, scalability and sustainability, you won’t get there without going there and cultivating influence.

The IT governance procedures employed in many companies are little more than ritualistic ceremonies that long ago outlived their usefulness. They need to be replaced.

Analytics and AI groups within companies can learn best practices for working with their own internal clients from companies like Fractal Analytics.

Technology talent is in short supply, especially talent is emerging areas. AI, machine learning, algorithms, privacy, surveillance, misinformation, disinformation, diversity, inclusion, equality and people management talent are some of the areas that require broad and deep talent. Do you have it?

With new employment acclimation comes excitement for the unknown, expanding comfort zones (safe spaces even!) and, at times, jarring new realities on marked experiential differences across industries. What about when that new industry is not-for-profit?

If you’re a human being, you’ve likely felt like an impostor at one time or another.