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3:06
What it takes to be a successful CIO today
23 Oct 2008
188
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0:38
Tanya & Misha talked to us at Civic Center park in Denver during the DNC. They represent workingamerica****, which is an AFL/CIO community affiliate. Check them out & thanks for watching our videos!- The GFN Team
25 Oct 2008
238
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3:58
Participants of the CIO Summit express their favorite parts of the summit including the format, 1 on 1 time and availability of vendors.
12 Jun 2009
273
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1:26
President Obama's CIO-in-chief stepped up to the podium at the Personal Democracy Forum and unveiled a new "dashboard" which lets users track where the government spends money, and the person responsible for each project. Users can start at a broad level, like each individual agency, and drill down to look at each individual CIO responsible for each pet project. The hope is, by providing more information to more eyes, governmental waste can be reduced. Distributed by Tubemogul.
2 Jul 2009
167
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1:54
President Obama's CIO-in-chief stepped up to the podium at the Personal Democracy Forum and unveiled a new "dashboard" which lets users track where the government spends money, and the person responsible for each project. Users can start at a broad level, like each individual agency, and drill down to look at each individual CIO responsible for each pet project. The hope is, by providing more information to more eyes, governmental waste can be reduced. Distributed by Tubemogul.
2 Jul 2009
356
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2:53
Raj Rawal discusses how it is no longer acceptable for IT staff to simply be technically savvy. Kids out of high school are more technically savvy than most CIOs, in many respects.
18 Nov 2009
322
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3:28
Albert Hitchcock, Group CIO at Vodafone, discusses the role of IT in driving business change and how the CIO can be a better business partner.
20 Nov 2009
259
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1:21
Register now meettheboss.tv to watch the full interview *******bit.ly/5oCkOe Esat Sezer is CIO for Coca-Cola Enterprises: 70,000 employees handling replenishment for all of this global brands non-alcoholic beverages. Oh yes, and over 50% of the workforce is mobile. But have you ever not found a Coke when you want one? You will find out: Esats lessons from transitioning all staff to SaaS in just nine months How CIOs can make it easy to make the right choices What new skill sets will be required by your IT department, tomorrow
19 Feb 2010
740
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0:17
*******www.ibm****/services/us/cio/?cm_mmc=agus_cioviddistr-20100219-uscxv100-_-v-_-work-_-metacafe IBM collaboration solutions help CIOs work smarter by connecting employees through knowledge sharing, thus improving processes for business efficiency. VO: The average employee loses 5.3 hours per week on inefficient processes. Two thirds of employees believe there are colleagues who can help them do their jobs better, they just don’t know how to find them – and 42% of people say they are forced to make decisions with the wrong information at least once a week. Turns out, the way we work isn’t working. But what if there was a way for CIOs to take the busyness out of business? There is, and IBM can help. Every day, IBM helps millions of employees from companies around the world gain instant access to people and information through collaboration solutions. Optimizing talent and technology? That’s working smarter, not harder.
16 Mar 2010
301
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2:02
*******bit.ly/9aa8Z0 IT Director Anton Langeler from surf gear and equipment manufacturer O'Neill in Europe encourages his industry peers to collaborate with senior management. With this new perspective, Langeler encourages IT managers to be involved in strategic business decisions in addition to IT product development. "IT Director O'Neill Europe: I think the place of the CIO in senior management is so important. But I think if you, as CIO, sit at the senior management [table], it's wrong. You should try to turn it around. You should [provide] for every manager the added value to make the decision based on facts. Sometimes, if you work in a creative environment, it's not easy. Try to get management on the level that they need you. Then it's only a question of, ""Why is the CIO not in senior management?"" Then it makes your life 10 times easier. The struggling of many CIOs who don't sit in senior management is that they see some barriers, or they are too much focused on products, too much focused on delivering tools, and not linked directly to the strategy. I can tell you, every time, if we are in the budget phase, or we are in the roadmap phase, I'm the first one sitting with each department director or global director, together, [asking] “What are your plans?” Based on that I write directly, “What are your actions?” Sometimes I have, per year, at least 157 projects or actions that I would like to do, and how I combine it in my IT department. Based on that, my IT strategy is always aligned with the business. If you have, during your roadmap phase, the chance [to ask], “Where can I support you?” and you listen and take only one or two hours’ time with every global director or director of managers on the floor, you are sitting as soon as possible at the table of senior management.
13 Mar 2010
331
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2:28
*******www.ibm****/services/us/cio/ciostudy/lessons-learned.html?cm_mmc=agus_cioviddistr-20100219-uscxv100-_-v-_-clarke-_-yahoo Mobile phone provider Nokia's SVP and CIO John Clarke describes how a focus on collaboration tools among employees benefits workplace productivity. The initiative helps reduce costs, while elevating corporate social responsibility. John Clarke SVP & CIO, Nokia: I’ve been involved in Nokia in our Way of Working—our WOW—our mode of operation and thinking about how we get things done as a company. Being fairly new at that time to the company, I was more than fascinated by understanding how people work, how teams work, how employees work together. What we quickly identified was that it’s important that employees collaborate collectively. We are a global company. We have designers and engineers all over the globe, all of them with great insight. It was difficult to bring them together, to collectively engage. The innovation here was to quickly incorporate and deploy telepresence, the way of bringing in high-level, studio-quality facilities to let them easily talk to each other, to exchange information. You’d have designers, for example, working on a device. They’d like to talk about the screen or the keyboard layout. [We’d] give them such facilities that they could look at the detail, but they could be in California, in London, and in Tokyo. The innovation was to give them that facility. It had multiple benefits. For one, the designers loved it because they could meet without any need for flying or travel. The facility was so good it felt like being face-to-face. It also had a huge benefit from an environmental concern because employees are enthusiastic about environmental concern and social responsibility. It ticks another box in my view on how good they feel. Of course, it also saved us money through travel and wasted time. What we talked about quite actively here is less time flying, fewer air miles, and more family miles. Spend time with the family rather than spend time traveling at weekends. You can utilize technology. We discovered that by some external research. Actually, in utilizing that technology, it can have multiple benefits. It can help people do what people like to do, which is collaborate and engage.
15 Mar 2010
326
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3:06
*******www.ibm****/services/us/cio/ciostudy/lessons-learned.html?cm_mmc=agus_cioviddistr-20100219-uscxv100-_-v-_-winzar-_-metacafe Healthcare Provider and CIO from Bendigo Health Bruce Winzar challenges his staff to understand their role in the bigger picture. The IT strategy at its core is about delivering quality patient care, while understanding revenue streams associated with coding emergency room visits, in-patient care, etc. Bruce Winzar, CIO, Loddon Mallee Health Alliance & Bendigo Health Group: My choice and my action and direction have been to try and inspire our staff to understand why they work in the health sector, why they work within the area that they do, and where they fit in as the cog in the wheel within the organization. I’ve gone down the path of providing high-level training for our senior staff on what makes our business tick. I’m a firm believer that if they understand what makes the business tick, they can then start to innovate. I’ve asked our IT staff, from our programmers through to operations management people, “What is our business?” Invariably they don’t know what our business is. We’re a hospital. We provide health care. “How do you fit into that mold, and what can you do to help provide better health care?” “I’m a systems programmer, and I’m here to develop and maintain code to make sure the computer keeps turning.” “Why do we need to have the computer keep working 24-by-7?” If we follow that line of logic, what I’m trying to impart and get to with my staff is to understand that we are a business. We need to look at revenue stream. We need to look at quality of patient care. How can they assist in that role? An example would be, where do we make revenue inside a hospital? Pretty much none of my staff could answer that question. We make revenue inside a hospital by coding the event of the patient when they come through emergency services through the inpatient, through the wards, until they get discharged. The inspiration that I’m trying to provide to my team is that you’re one of many people inside the hospital. You’re one of the gears. If you understand what the next person’s role is and you understand the pressures, the needs that they have and how you can assist them, then you’ll start to get a better understanding of what the organization’s about. [You’ll understand] how we can actually do things smarter and how we can do things that will be quite innovative, new, and how we will then do our projects that match what the strategic plan is, or the business plan is, for the organization.
16 Mar 2010
290
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