This paper provides a framework for the new CIO role – one that balances traditional IT operations responsibilities with the emerging strategic demands. PwC calls it the situational CIO.
This presentation describes a "virtuality" index to measure the degree that a team is virtual. One can use this "virtuality" index to<br />
– Identify problematic areas and devise solutions to fix those problems<br />
– Identify and manage the impact of virtual teams on performance<br />
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It provides a case study in the use of "virtuality" index at Intel.