Martha Heller brings you career advice, job changes and best practices from Íæż½ã½ãs in the trenches.
Veteran Íæż½ã½ã Phil Fasano has some straight talk for CEOs and corporate boards about why they should invest in the technologies that support new ways of working.
Frank Nazzaro, Íæż½ã½ã of Freddie Mac, explains how the modern delivery software development model, which goes beyond Agile, increases development velocity and quality.
Nick Daffan, Íæż½ã½ã of Verisk Analytics, on how engaging data scientists, finding quick wins, and providing flexible technology are key to your data strategy.
Raman Mehta, Íæż½ã½ã, discusses the shift from traditional manufacturing to software engineering at one of the worldu2019s largest cockpit electronics companies.
Mike Wright, Global Íæż½ã½ã, is turning knowledge into value at the global management consulting firm.
Rita Fisher, Íæż½ã½ã and SVP of Supply Chain, discusses her approach to digitizing plant operations at the global consumer products company.
Mike Goodwin, Íæż½ã½ã, discusses how a new product management model is key to streamlining the "pet parent's" customer experience.
To encourage cross-functional product teams to focus on business outcomes, Íæż½ã½ã Marc Carlson replaces spot bonuses with a long-term incentive plan.
How one executive recruiter assesses the talent market.
Max Chan, Íæż½ã½ã of Avnet, is changing IT to support the $19 billion global companyu2019s transformation from a distribution business into an IoT solutions provider.
Bonnie Smith, Íæż½ã½ã of Lear Corporation, describes how embracing citizen developers led to a new self-service operating model for RPA tools and more.
For Navistar Íæż½ã½ã Julie Ragland, shifting the IT discussion from cost to value was key to overcoming obstacles to process automation.
Steve Faas, Íæż½ã½ã of Aleris, reflects on his strong record of turning up-and-comers into Íæż½ã½ãs.
Is your CEO ready for the future? IT executives share their advice for leading in the age of digital.
Íæż½ã½ã Vipul Nagrath discusses how the payroll software company is leveraging technology to improve the customer experience.
SAIC Íæż½ã½ã Nathan Rogers offers an approach for managing your new Íæż½ã½ã job.
John Marcante, Íæż½ã½ã of Vanguard, discusses how agile development and product management are driving a culture of engagement and business outcomes at the large global investment advisory firm.
How Terex Íæż½ã½ã Andrew Campbell turned the manufacturer's IT generalists into specialists who are true partners with the business.
With an innovative group mentoring program and local and global networking events, the financial service company's IT Womenu2019s Council helps women grow into leadership positions.
Michael W. Smith, Íæż½ã½ã of The Estu00e9e Lauder Companies, has initiated an impressive array of programs to attract and retain IT talent at the nearly $15 billion global prestige beauty company.
Digital evolution is challenging for a company as large as Qurate Retail Group. But Íæż½ã½ã Karen Etzkorn is helping it succeed by creating a customer-centric culture and elevating digital experiences.
By applying three levers of digital transformation, Waste Management is infusing technology into the business model to drive growth.
Terrance Williams, President of Emerging Businesses and CMO, and Jim Fowler, Executive Vice President and Íæż½ã½ã, on driving cultural change at Nationwide, one of the largest insurance and financial services organizations in the US.
With technology revolutionizing the construction industry, Structure Tone needed to get company leaders up to speed and on board with digital innovation plans. So, the Íæż½ã½ã created a six-step strategy.
Atilla Tinic, the new Íæż½ã½ã at DISH Network, shares his strategy for pursuing and getting the position, plus how he approached his first 90 days on the job.
With its five-platform digital strategy, Wyndham Hotels & Resorts improves the experiences of all its customers: guests, franchises, and internal team members. Íæż½ã½ã Scott Strickland explains how.
Kaiser Permanente uses technology to improve personal health, community health, and medical excellence. EVP and Íæż½ã½ã Dick Daniels explains how they do it.
National Gridu2019s digital strategy is all about developing frictionless processes to bring energy to customers safely, faster, and easier, explains Adriana Karaboutis, chief information and digital officer.
More executive committees say they understand how digital impacts their business strategy.
Under Armour combines its physical and digital products to help its customers achieve their fitness goals.
At Campbell Soup Company, business relevance is the foundation of all digital transformation initiatives. It's about leveraging IT to achieve business goals, says Íæż½ã½ã Francisco Fraga.
Digital technologies change everything. The key is understanding and creating a new value chain, not adding technology just because it is new, says pharmaceuticals Íæż½ã½ã Guy Hadari.
Your digital strategy is only as strong as your least digital employee. That is why Avery Dennison built digital literacy into its multi-pronged digital transformation strategy.
By shifting more IT activity into the business units, Ryder System Íæż½ã½ã Rajeev Ravindran ensures a collaborative approach to technology innovation at the $8.4B transportation and supply chain management company.
For Oshkosh Corporation Íæż½ã½ã Anupam Khare, the goal is for IT to enable the business strategy and add significant business value — all the while ensuring customers' needs inside and out of the company are met.
On her journey to becoming Íæż½ã½ã, Daphne Jones discovered it takes purpose, priority, preparation, performance, and perseverance for business, as well as personal, transformation to occur.
Debra McCormack, managing director for the Center for Board Effectiveness at Deloitte, explains what it takes for Íæż½ã½ãs to become corporate board directors.
Digital transformation requires vision, leadership, process change, and technology. Equally important, though, is to change the companyu2019s culture, says Arthur Hu, Íæż½ã½ã of Lenovo.
Michael Gabriel, former Íæż½ã½ã of HBO, offers lessons learned from his entrepreneurial adventure.
For Caesars Entertainment's Íæż½ã½ã, Les Ottolenghi, the keys to the transformation at the global gaming giant were vision, communication, and a common cloud platform.
As the battle to hire top IT talent heats up, these criteria u2013 location, compensation, role, and recruiting process u2013 will help you assess your ability to attract technology leaders.
Professor and Íæż½ã½ã Will Conaway shares his five steps for IT leaders to succeed at their jobs.
Gary Scholten, Íæż½ã½ã and CDO of $14 billion financial services firm Principal Financial Group, offers sage advice to ensure a strategic approach to digital technologies.
By understanding their customersu2019 behavior, Ingram Micro can use digital technologies to create a seamless experience, explains Tom Peck, Íæż½ã½ã and CDO.
Sheri Rhodes, Íæż½ã½ã and CTO of Western Union, discusses how innovation and talent development help the global money-transfer company provide outstanding customer experience.
With dollars tight and the stakes high, Eric Yablonka, Íæż½ã½ã of Stanford Health Care, says healthcare Íæż½ã½ãs have to make the right bets in technology.
As Íæż½ã½ã, if you think your job is systems, think again. Transformational IT leaders must change their mindset and do four essential things.
Prakash Kota, Íæż½ã½ã of Autodesk, discusses his approach to using digital technology to improve employee productivity.
Dan Galdenzi, chief growth officer at NASCO, discusses how he went from Íæż½ã½ã at Blue Cross Blue Shield of Vermont to a sales and product leadership position.
Íæż½ã½ã Jonathan Shoemaker explains how Allina Health is turning patients into customers using technology and tools regularly used by retailers.
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