News (15)

  • Measuring the tech results of an acquisition

    During the acquisition process, corporate leaders are predominately interested in revenues and expenses and what IT is doing to improve them.

  • Deposed CIOs face unique challenges when looking for jobs

    Due to restructuring, acquisitions, or downsizing, many CIOs have found themselves pushed out of the role they worked for years to achieve. Two members tell stories of dealing with downsizing and finding work in a difficult economy.

  • Successful staff assimilation in an acquisition

    The big key to success in IT staff assimilation during a corporate acquisition is creating a strong plan relating to staffing requirements and decisions. That's one of the three rules CIOs need to follow for a smooth merger.

  • A model for IT cost management

    To achieve effective cost management, CIOs must understand cost structure and analyse the costs involved. This model uses two views, functional and category, to frame cost structure and provide a roadmap to control tech costs.

  • Systems integration is key to the blended environment

    What are the frustrations associated with working in a blended company, and why can a systems integration approach, as opposed to a consolidation effort, create more manageable blended systems?

More News >

Features and Case Studies (16)

  • Measuring the tech results of an acquisition

    During the acquisition process, corporate leaders are predominately interested in revenues and expenses and what IT is doing to improve them.

  • Deposed CIOs face unique challenges when looking for jobs

    Due to restructuring, acquisitions, or downsizing, many CIOs have found themselves pushed out of the role they worked for years to achieve. Two members tell stories of dealing with downsizing and finding work in a difficult economy.

  • Successful staff assimilation in an acquisition

    The big key to success in IT staff assimilation during a corporate acquisition is creating a strong plan relating to staffing requirements and decisions. That's one of the three rules CIOs need to follow for a smooth merger.

  • Boost your IT goals and your career

    Traditionally, CIOs have reported to the CFO, but that's not always the best scenario. By reporting directly to the CEO or president, CIOs can spur achievements and gain insight and career help.

  • A model for IT cost management

    To achieve effective cost management, CIOs must understand cost structure and analyse the costs involved. This model uses two views, functional and category, to frame cost structure and provide a roadmap to control tech costs.

More Features and Case Studies >

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