That makes sense, Mary. As IT potentially becomes the channel to the needed technology resources (i.e., cloud, etc.), it can open the doors to meeting the company's strategic and operational needs, i.e., critical asset.
It's an interesting thought, mpouraryan. He has come up with some great insights. It certainly appears that the IT leaders/depts. that do survive will function differently than those of today or the past.
That is absolutely correct. Over the years the role of IT in organizations has changed from a purchasing/support role to a strategic business role. With new developments like cloud computing, ERP systems and Big Data IT has evolved into a very important function.
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Devising an effective means of melding disparate systems and business operations can be the foremost task enterprises undertake when they acquire or merge with another company. From an IT standpoint, managing this transformation is never easy, but today's cloud-based solutions offer fresh alternatives for addressing this age-old problem.
Over the past decade of measuring website traffic and customer preferences, both businesses and consumers have become more sophisticated. What mattered a few years ago is unimportant today. As a result, technology and marketing executives are grappling with how to revise their website metrics for today's market.
When Barilla Pasta president Guido Barilla made controversial remarks about gays in September, there were calls for boycotts and an outcry in social media. A Change.org petition posted by the Italian actor Dario Fo gathered tens of thousands of signatures and helped prompt the executive to issue a video apology on the Barilla website.
When Google announced its Google Fiber project in 2010, Kansas City triumphed over 1,100 other US town and city applicants for a new high-speed Internet service that ran at speeds 100 times faster than what most Americans have access to. But, while the Google project didnít bring high cyber-speeds to outlying areas like North Kansas City, it didnít discourage the North Kansas City Public School District from pursuing its own Internet initiatives.
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A recent release of the popular TweetDeck app for Twitter power-users gives new life to software that had previously taken a wrong turn. Here's a quick walk-through of the new TweetDeck, to show you why it should be at the top of your Twitter toolkit.
"Social Enterprise" is an increasingly trendy term, and Salesforce.com has been leading the way. At its Dreamforce conference last week, the theme was clear: From here on, enterprise applications must have social capabilities built in.
Enterprises are discovering that using social networking within the secure setting of a SaaS provider's network gives them an unusual opportunity to freely collaborate with partners, suppliers, and even competitors.
The very low-tech "scrum" project technique introduces "crowd talking" to projects and also sets the entire crowd to problem solving. So far, these new social-media-style meetings appear to have supercharged project execution.
Wells Fargo uses social software to replace email chains and help its sales team collaborate more effectively to land deals, according to Kelli Carlson-Jagersma, VP Collaboration Strategy for Wells Fargo. Mitch Wagner spoke with Carlson-Jagersma at the E2Innovate conference
The medical instruments manufacturer looks to metrics to quantify its social business engagement, according to Mary Maida, Medtronic lead information solutions manager. Internet Evolution editor in chief Mitch Wagner interviewed Maida at the E2 Innovate conference.
As social media make their way into company operations, IT'ers and engineers are using it to exchange ideas and collaborate on problem solving with others. But there is also a line to be drawn when it comes to proprietary information sharing.
You've heard the expression, "Out of the frying pan, into the fire?" Amazon lives in the fire. The e-tailer wins by keeping things hot for its competitors, employees, and itself, according to a new book.
Positec, a manufacturer of power tools for homes and commercial applications, achieves greater customer service flexibility and cuts hold times in half by using a cloud-based service to manage its call center.
Big-data and analytics tools enable marketers to understand customers as individuals, identifying unmet needs and addressing each customer as a "segment of one," says John Kennedy, VP corporate marketing, IBM.
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