Recent Blog Posts

What Does CIO Reporting Structure Mean for IT at Large?

A previous manager of mine used to say that structure follows strategy. So it seems logical to conclude that a business’s organizational structure contains significant insights about – and implications for – the role of IT within that company.

 

Gone are the more traditional expectations of IT as a cost center, and along with it the expectation that the CIO would report directly to the CFO. With every new reporting structure that emerges, a new conversation of strategy and importance is started. For example, here are a few that I ran across on Twitter:

 

When the CIO reports to the CEO, IT has a chance at being a valuable part of the business.

— Scott W. Ambler (@scottwambler) September 18, 2014

 

#CIO reporting to the #CMO? It may be a hot trend but is the wrong strategic move! http://t.co/RxhartTnhx

— Jeffrey Fenter (@JeffreyFenter) March 9, 2014

 

If a CIO reports up into the CFO, the CFO must be willing to sacrifice finance risk to make systems risk the priority. Can that ever happen?

— Wes Miller (@getwired) September 26, 2014

With IT on its way to being seen as driver, enabler, and – most importantly – a partner of the business, it seems that the CIO’s natural evolution would be to report directly to the CEO. This relationship may solidify the business’s view of IT as a strategic differentiator – a segment of the business worthy of the CEO’s direct attention.

 

In a Gartner report released this past October, research showed that CIOs are already pulling up a prominent seat at the proverbial table, with 41% reporting directly to their CEO.

 

This made me wonder – who do the readers of the Intel IT Peer Network and followers of the Intel IT Center (LinkedIn, Twitter, Google+, Facebook) report to? So we created a poll to discover if this reporting trend extended to our community of IT leaders as well.

 

The results were interesting – the majority of our readers responded that their CIOs report directly to their CEO, while the traditional CIO/CFO model was cited as the second most common reporting structure.

 

CIO_Reporting_Poll_Results_kvuvcj.png

                                                                              

In order to continue to understand the landscape of reporting structure, I’ve left the poll open for further votes – let me know who your CIO reports to, and I’ll check in again in a few months.

 

Connect with me in the comments below or on Twitter (@chris_p_intel) – I’d love to know how you view organizational structure and its impact on IT (or vice versa).

 

Does who the CIO reports to imply anything about the importance of the role or is it simply a meaningless line on an org chart?

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Shopper at the Center: Getting Ready for the Radical Transformation of Retail

Imagine entering a retail store that responds to your individual needs, creating a truly personalized shopping experience. With interactive shelves that offer products based on your previous purchasing patterns—saving you time and endless searching—or digital signage that surrounds you with … Read more >

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Data Privacy Day 2015: Reinterpreting Fair Information Practice Principles

By Paula J. Bruening, Senior Counsel, Global Privacy Policy, Intel Today is Data Privacy Day, an occasion when businesses, governments, regulators and advocates around the world recognize and highlight the importance of data protection and privacy. Intel helped bring Data … Read more >

The post Data Privacy Day 2015: Reinterpreting Fair Information Practice Principles appeared first on Policy@Intel.

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BI Does Not Guarantee Better Decisions, Only Better-Informed Decisions

informed decisions with BIIn my blog, What is Business Intelligence? (BI), I talked about faster, better-informed decision making. I want to expand on these two key pieces. What does it mean when we say “faster” decision making? And why do we say “better-informed” decisions instead of “better decisions?”

 

Putting aside the semantic differences and nuances of meaning, these two concepts play a significant role in delivering BI solutions that can address both the urgency needed by business and the agility required by IT.

 

Moreover, exploring these concepts–regardless of your interpretation—will further facilitate better engagements and result in tangible outcomes that can benefit the entire organization, both in the short term and in the long run.

 

BI is all about speed when capitalizing on opportunities

 

Speed plays a more important role than ever before when capitalizing on opportunities, whether it contributes to growth or bottom line. Moreover, speed plays a role in every facet of business transactions—sometimes before even a transaction is completed—where business data is born or created. We no longer operate in the world of business PCs, which are chained at desks and accessed during bankers/working hours. Instead, mobility fuels global transactions that take place around the clock.

 

  • Speed dictates our options. For example, when the opportunity to enter a new market or adjust a marketing campaign variables presents itself, the need for insight grows exponentially as we consider our options to react while the clock is ticking. As questions are formulated both about the past and future, historical data provides only a starting point for decisions that will eventually impact our company’s future direction. This phenomenon doesn’t happen only occasionally or based on a fixed and predictable schedule, which would allow us to prepare our teams.
  • Business operations are modeled to match the pace of change even if our existing infrastructure isn’t equipped to handle the heavy load and sudden curves of the road. We often hear the words “uncertainty” and “risk” when executives talk about trying to make business decisions.
  • The questions we ask today aren’t the same ones we asked last week, nor are they the questions we’ll ask next week. We can no longer deliver business information (forget insight for a moment) using the traditional methods that may require longer periods of fertilization. Hence, “faster” demands speed and agility, both of which require not only ability but also accuracy.

 

The speed at which we gain insight is critical because it allows us to take advantage of the opportunity at full throttle. Agility is essential because most of these opportunities or challenges don’t RSVP before they show up at our door step. They are identified by talented individuals that move organizations forward.

 

Ability is what makes this whole thing feasible under pressure. Besides, how can we even talk about insight if we don’t have the data or can’t obtain it to begin with? Accuracy—even if it isn’t perfect—plays a vital part because many times we can’t afford unforced errors that would otherwise defeat the purpose of data-driven decision making.

 

BI can make us better-informed decision makers—but it does not necessarily make us smarter

 

With the exception of those automated business processes, such as online credit card applications, many critical business decisions are still made by humans (despite what many sci-fi movies portray). Whether we’re developing a business strategy or executing that strategy, leaders and managers still want to rely on insight derived from solid business data. Though there are many factors that play into the decision-making process, ultimately our goal must be to employ data-based analysis and to look at the evidence using critical thinking.

 

Data has to be solid, otherwise it becomes “garbage in/garbage out.” Do we have the single version of the truth? Do we trust the data? Do we ask the right questions? We need to be ready and willing to admit that we may be wrong about our assumptions or conclusion if we can identify flaws (supported by reliable data) in our initial assessment. We must be willing to play devil’s advocate. And maybe, we don’t blink but think twice when we can afford it. As the old saying goes, “measure twice and cut once.”

 

It doesn’t matter how we get there, data alone will not suffice—we know that. All of these variables will inevitably shape not only the final decision we make, but also the path we choose to arrive there. History is filled with examples of leaders making “bad” decisions even in light of ample amounts of data to support the decision making process.

 

Bottom Line

 

We may not be able to prevent all of the bad or flawed decisions, but we can promote a culture of data-driven decision making at all levels of our organization so that corporate data is seen as a strategic asset. Informed patients are able to make better-informed healthcare decisions. Informed consumers are able to make better-informed buying decisions. Likewise, BI should be a framework to enable “better-informed” decision making at all levels of an organization, while still allowing the final call to lie with us—the humans (at least for now).

 

Connect with me on Twitter (@KaanTurnali) and LinkedIn.

This story originally appeared on The Decision Factor.

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Intel IoT Delivers the “Ultimate Store Experience” to Retailers at NRF15

Attendees at the National Retail Federation (NRF) Big Conference in New York this month saw first-hand how Intel has become a world leader in delivering a personalized retail experience based on Internet of Things solutions. From the hugely popular Memory … Read more >

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Mobile Allows Doctors to Answer, ‘How Did You Do This Week?’



Mobile devices and technology have allowed clinicians to gather patient data at the point-of-care, access vital information on the go, and untether from traditional wired health IT infrastructures. One hidden benefit of mobile capability is how doctors can gain access to data which analyzes their own performances.


In the video above, Jeff Zavaleta, MD, chief medical officer at Graphium Health and a practicing anesthesiologist in Dallas, shares his insight on how mobile devices offer a new opportunity for practitioners to self-evaluate, answer the question, “how did you do this week?,” and see key performance indicators such as their average patient recovery times and on-time appointment starts.

 

Watch the short video and let us know what questions you have about the future of mobile health IT and where you think it’s headed. How are you using mobile technology to improve your practice?

 

Also, be on the lookout for new blogs from Dr. Zavaleta, who will be a guest contributor to the Intel Health & Life Sciences Community.

 

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Intel Supports Innovative Payment Reform for Healthcare Services

By Alice Borrelli, director of Global Heath Policy for Intel Intel recognizes the importance of innovative payment models as a way to improve the US healthcare system and applauds Secretary Burwell’s announcement that the Department of Health and Human Services … Read more >

The post Intel Supports Innovative Payment Reform for Healthcare Services appeared first on Policy@Intel.

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Teamwork, IOT Technology Lead to Real-World Smart Building Success

With approximately 47,000 buildings in Manhattan alone, it’s easy to contemplate how smart building solutions—a combination of elements including Building Management Systems (BMS), sensors, control systems, and big data that improves productivity and efficiency in large properties—can create huge value … Read more >

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