Distinguished Chief Information Officers

Posted by techdivmag | Jun 16, 2016 | Featured, Recognition | 0 |

The Chief Information Officer has become the point-person for innovation and the forerunner for change inside today’s organizations, inexorably linked to this information generation of rapid progress. And as the role of technology has shifted, so too has the role of the CIO. ‘Big Data’ is the watchword, with the volume and importance of information constantly surging. Today’s CIO must be equipped to leverage that information towards a greater strategy of organizational growth and success. The National Diversity Council is proud to recognize 40 executives who are doing just that.

Explore below to find out more about the honorees along with what they believe is the biggest strategic issue facing their field in the near future.

Andrew Wilson

Accenture

Ben Fried

Google

Diana McKenzie

Workday

Georgette Kiser

The Carlyle Group

Jim Dubois

Microsoft

Jonathan Chow

LiveNation

Kimberly Anstett

The Nielsen Company

Mark Sunday

Oracle

Mike Benson

DirecTV

Naresh Shanker

Roger Gurnani

Verizon

Sigal Zarmi

PwC

Sondra Barbour

Lockheed Martin

Andy Crowder

Scripps Health

Cheryl Thomas

Valero

Dick Daniels

Kaiser Permanente

Guillermo Diaz

Cisco

Jim Fowler

General Electric

Karenann Terrell

Walmart

Linda Holmes

Proctor & Gamble

Martin Chavez

Goldman Sachs

Mike Crowe

Colgate Palmolive

Norm Fjeldheim

Qualcomm

Ross Meyercord

Salesforce

Sheila Jordan

Symantec

Susan O'Day

Walt Disney

Tony Scott

The White House

Bask Iyer

VMWare

Dan Morales

eBay

Ellen Barker

Texas Instruments

Jay Kerley

Applied Materials

John Tonnison

Tech Data

Kim Stevenson

Intel

Marcy Klevorn

Ford Motors

Michael Hedges

Medtronic

ML Krakaeur

EMC

Ramesh Nair

Ingram Micro

Ryan Neading

Rackspace

Sherry Neubert

Goodyear

Timothy Campos

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Ramesh Nair

"IT is dead. Long live IT!

In the old days, the computer folks in organizations knew what they were dealing with: computers. Not any longer.

Those computers resided, very visibly, somewhere on the company premises. Now the IT people deal with technology that at once is more pervasive and (ironically) less visible. We saw that for the first time when smartphones became popular and organizations brought in BYOD policies allowing employees to use their personal technology in the workplace. Floating above all this is the cloud, allowing access to a vast range of technology to anyone anywhere with an internet connection.

The challenge for CIOs is how to make meaningful sense of the technological power available in traditional computers, devices, and the cloud, and to use it for business advantage. The opportunity for the CIOs is huge, but so is the risk of getting it wrong. In this scenario, CIOs need to let go of some of the past conceptions about how technology is managed in the organization. In the past, all the technology used to be run, controlled and made available by the IT organization under the CIO. We need to be more open in terms of where the technology comes from and who runs and controls it, while making sure that the basic tenets of technology management are intact.

CIOs need to be able to embrace the fact that technology will come in different forms from different sources, including traditionally non-technology products like appliances, vehicles and machines. Much of the technology will also come from the ‘tap’ through a consumption model. Tomorrow’s CIO needs to see his or her role more in terms of looking at the components of ready-made, available technology and integrating them seamlessly and securely to deliver business needs. For example, a self-driving car could become an automated component of an organization’s technology framework for delivery and logistics.

This also means CIOs should be more wary of larger investments that will tie them to longer payback schedules. We need to be able to leverage investments faster and flex the technology landscape as the ecosystem changes. That also means that CIOs will need to work on greater speed to market for technology changes, and more flexible and service based architecture.

Some aspects like connectivity and computing power, which used to drive technological change and decisions in the past, have become universally-available commodities. CIOs will perforce need to spend less time in implementing and sustaining these.

We are moving into an ‘everything is IT’ paradigm where everything is a computer in the old sense, or nothing is a computer in the old sense, depending upon the way you want to look at it.

So, again I say, IT is dead. Long live IT! "