CUNA Mutual Group was established over eight decades ago with the vision of making brighter financial futures accessible to all by providing access to quality financial services and helping more people make financial decisions that work for them and their situation. As a customer-centric organization, it believes in the principle of people helping people to build a responsible and equitable culture of stakeholdership. For generations, credit unions, enterprises and individuals across America have trusted CUNA Mutual Group to achieve financial security and self-reliance. To manage customer commitments, help prevent service outages and unplanned downtimes, Director Barb Brickl and her IT Business Operations team partnered with Atos, making a story of unmatched professionalism, teamwork and converged digital excellence.To read this article in full, please click here
After recognizing the compute power of cloud and the early stages of success, there are new tipping points that can truly transform business. The magic of the cloud lies not in the cost savings, but in efficiencies and future innovations that are possible. Gartner reports that by 2022, 90% of data and analytics innovation will require public cloud services for support. In addition, 90% of enterprise digital firms will deploy a hybrid approach within the next two years.To address these points, Atos is investing $2.4 billion within the next half-decade to help businesses navigate not only the cornerstones of cloud, but also the nuances that are shaping enterprise data and applications.To read this article in full, please click here
The outward expansion of the cloud edge, bringing compute and data closer to the operational theaters, is transforming the digital landscape across sectors. As a result, the nature of on-premises operations is on the cusp of a tectonic shift, and companies intending to adjust cannot afford to overlook the business realities shaping industry trends. Today, organizations like those in healthcare and entertainment are reimagining business models around edge technology to stay competitive in the new normal, leveraging it to optimize business fundamentals and discover exciting revenue opportunities. However, companies looking to scale and be profitable by deploying cloud-type procedures on edge are likely to encounter a unique set of security, cultural and ROI-driven challenges. For instance, they may struggle to standardize and validate outcomes amidst an environment of technology entropy where ideas are random. Another challenge could be preventing gradual shifts in objectives, resulting in mission creep with time-bound experiments rather than focusing firmly on the actual financial dividends.To read this article in full, please click here
Lessons from the University of Texas MD Anderson Cancer Center.
In this series I’ve been critically examining the significant changes impacting the corporate innovation competency, which leads to how organisations drive future growth and impact. The post What is the New Model for Innovation Success? appeared first on InnovationManagement.
Many IT practitioners of all organizational levels have longstanding opinions on the value of personal involvement in professional associations. They vary widely from considering it the most important factor in their professional success to being a total waste of time. I know senior IT leaders who strongly suggest their staff become involved in industry-related activities, and others who strongly discourage membership or attendance at professional association meetings, user conferences, and other collections of IT executives or practitioners.To read this article in full, please click here(Insider Story)
In 1999, Hewlett-Packard spun off its testing and measurement business to form Agilent Technologies, which at the time was the largest initial public offering in Silicon Valley history. For ten years, Agilent had two primary businesses: one focused on life sciences technologies and chemical analysis solutions, and the other on electronic instruments. In 2014, with a high-growth life sciences business on its hands, the executive team at Agilent spun off the electronics business to form Keysight Technologies. Dan Krantz, who led the Agilent-Keysight IT separation, became CIO of Keysight in 2017.[ Learn the 10 old-school IT principles that still rule and the 12 ‘best practices’ IT should avoid at all costs. | Get the latest insights by signing up for our CIO newsletter. ] Keysight pursued a three-pronged strategy to shift the focus from product sales to industry solution sales, increase R&D spend, and acquire new companies to grow the company from $2.8 billion to $4.6 billion in annual revenue.To read this article in full, please click here
The tech industry has traditionally relied on hiring new talent from colleges and universities, severely limiting its pool for recruiting, as college isn’t accessible to everyone and there are plenty of qualified candidates who may be well past their college graduate years. By hiring with such a narrow focus, organizations miss out on plenty of talented and qualified individuals who do not fit into the current hiring parameters set by leadership. To read this article in full, please click here(Insider Story)