January 2008
The company’s chairman and former CEO explains the power of the participatory, open-source model of collaboration.
Abstract
September 2007
The founder and chairman of Satyam details the philosophy that has underpinned the company’s rapid ascent through the ranks of the world’s top IT services providers.
Abstract
July 2007
McKinsey research shows that the IT investments of banks are most fruitful when they match technology strategy with business strategy, implement systems in a disciplined way, and balance value creation with increased IT capabilities.
Abstract
June 2007
Merrill Lynch has combined operations with IT in a single unit. Diane Schueneman, the head of the company’s Global Infrastructure Solutions, explains how she is changing both to focus on the customer.
Abstract
May 2007
To make application development and maintenance more productive, IT managers are getting lean.
Abstract
May 2007
To go on growing, these institutions must raise their productivity by streamlining the back office.
Abstract
May 2007
IT executives say that they are now helping to shape business strategy but need to improve their ability to tap innovation.
Abstract
March 2007
Information technology is so crucial for the success of India’s top private bank that K. V. Kamath says he oversees it himself.
Abstract
January 2007
Tom Sanzone explains how his broad authority within the
company helps keep IT aligned with the business strategy.
Abstract
January 2007
CIOs are focusing their plans on more flexible architectures
and more efficient data centers.
Abstract
December 2006
Banks and brokerages frequently can reduce operating costs by adopting one or two performance improvement measures. Bigger rewards await those that can conceptualize a broader redesign.
Abstract
December 2006
Cross-border mergers and acquisitions are more likely to succeed at banks that have a robust and flexible
operating model.
Abstract
December 2006
Companies that seek to outsource their IT and business processes seldom head for the region—but soon more of them will.
Abstract
September 2006
Volkswagen chief information officer, Klaus Hardy Mühleck, has championed the CIO's role as the arbiter of business process and enablement.
Abstract
September 2006
Companies must govern IT as they govern their
businesses: with different rules and metrics for different parts of the organization.
Abstract
September 2006
Dividing IT into demand and supply organizations helps companies realize the full potential of their IT investments.
Abstract
August 2006
Just as a company manages different businesses differently, it should manage the IT that supports them differently.
Abstract
July 2006
A new methodology for measuring the performance of remote providers shows that while clients are mostly satisfied, there is significant room for improvement.
Abstract
July 2006
Although late to offshoring, pharma companies stand to benefit at least as much as those in other industries.
Abstract
June 2006
The offshoring of IT infrastructure—machines and networks and the people who manage them—has been relatively slow to develop. But this is changing as leaders show how to offshore it effectively and vendors step up to meet a growing opportunity.
Abstract
May 2006
CIOs increasingly want just "one throat to choke" when it comes to IT and telecom services. So far, the providers haven't stuck out their necks.
Abstract
May 2006
Stephen McGuckin explains how the company consolidated its IT operations and developed a unique model for outsourcing and offshoring.
Abstract
May 2006
Romi Malhotra shares insights on recruitment, retention, and developing talent.
Abstract
May 2006
Offshoring becomes a powerful tool for business
transformation once companies combine labor cost savings with other productivity and revenue-generating levers.
Abstract
March 2006
Outsourcing parts of the supply chain has disrupted the flow of critical data. Targeted IT investments can restore what's
missing.
Abstract
February 2006
Chief information officers plan to keep operating costs low to spend more on ERP upgrades, servers, and security.
Abstract
January 2006
Those that get the most value from information technology might be the ones that spend the least on it.
Abstract
January 2006
Pharma's health will depend on a dose of IT to improve efficiency and innovation.
Abstract
January 2006
IT organizations can minimize the risks of customer-facing projects by adopting the approach of software product companies.
Abstract
September 2005
As competition intensifies, the industry must go global.
Abstract
August 2005
Many business managers don't understand IT costs, but explaining them can help forge a true partnership between IT and the business.
Abstract
August 2005
A survey uncovers shared perspectives on the challenges now facing companies, but IT execs must still sell tech innovation to business leaders.
Abstract
August 2005
Companies that rely on IT governance systems alone will come up short.
Abstract
June 2005
Low costs aren't everything—particularly for critical systems.
Abstract
May 2005
Allan Loren explains how he delivered double-digit earnings growth during each of the past four years and raised the company's value by more than 300 percent.
Abstract
February 2005
Shaygan Kheradpir talks about where IT fits into convergence, innovation, and cost cutting.
Abstract
February 2005
The days of building to order are over. The time is ripe for an industrial revolution.
Abstract
October 2004
Lessons from the IT-heavy banking sector can bring balance to this critical task.
Abstract
July 2004
IT customers are buying again, but not as extravagantly as they did during the boom. Tech companies must adapt to ensure their long-term survival.
Abstract
July 2004
To ensure that IT investments have the greatest impact, CIOs must involve business-unit leaders and concentrate on the big picture.
Abstract
July 2004
The second McKinsey Global Survey of Business Executives finds that corporate leaders are still confident—especially about hiring, IT spending, China, and India—though they’ve tempered their earlier enthusiasm.
Abstract
December 2003
The cofounder and chairman of one of India’s premier technology companies argues that it has a sustainable competitive advantage.
Abstract
November 2003
IT’s critics say that it lacks strategic importance. So why does technology keep getting in the way of good strategy?
Abstract
November 2003
Two senior J. P. Morgan Chase executives explain how a worldwide team set the stage for transforming the merged firm’s IT organization.
Abstract
August 2003
Systems powered by the Extensible Markup Language might someday prove to be the standard for information sharing between businesses, but not in the near future.
Abstract
August 2003
Executives in France are taking a more proactive approach to ensure their IT investments bear fruit.
Abstract
May 2003
Companies that invest in secure, centralized locations for servers can save considerable sums of money.
Abstract
May 2003
Smart IT investing doesn’t require a return to the spendthrift ways of the late 1990s.
Abstract
May 2003
IT procurement must be a capability, not a mere exercise in cutting deals.
Abstract
May 2003
Companies can run their IT systems more efficiently by creating new organizational structures in which IT departments and business units share responsibility.
Abstract
May 2003
After a hard fall, providers of IT services face demands for more value—at lower prices.
Abstract
February 2003
To simplify a company’s information systems, look beyond them.
Abstract
February 2003
All three drivers of productivity—innovation, demand, and consolidation—must be exploited to achieve the full benefit of each.
Abstract
February 2003
Continued consolidation is needed but won’t be enough—only IT-enabled innovation can help road freight companies enjoy productivity growth rates like those of the late ‘90s.
Abstract
February 2003
A study of early adopters of supply-chain-management software shows that it works best where it is needed most—but is no use as a bandage over flawed processes.
Abstract
February 2003
Differences in IT spending are not the root cause of the gap between US and European productivity. Europe's basic problem is inappropriate regulation that hinders innovation.
Abstract
December 2002
World-class banks manage their back-office and IT activities as a portfolio of individual operations, each demanding a unique solution.
Abstract
December 2002
Even dysfunctional CRM systems may be well positioned for future success. The trick is to step back and think about your real goals.
Abstract
December 2002
IT will rise again—but only if the providers learn how to help their customers make money.
Abstract
December 2002
For companies to get the most out of their IT investments, technology and business strategy must go hand in hand.
Abstract
December 2002
Business leaders—that’s who.
Abstract
June 2002
Protecting proprietary information is becoming ever more important. To do so, many companies are looking beyond technology—and their technology managers.
Abstract
June 2002
Is AI finally ready for business?
Abstract
February 2001
Computers have transformed work. They could also transform education.
Abstract
February 1998
It’s getting tougher and tougher to calculate costs and estimate benefits. No methodology can substitute for judgment. A new approach: total value of ownership.
Abstract
February 1998
Research indicates the greatest potential for IT lies in product development and sales. Moving from laggard to star will take two to three years. Seven highly effective habits.
Abstract
November 1997
Like it or not, you should know the truth about your investment in information technology. It’s also time to face facts about how your organization made these expensive decisions. Then put the business side on the hook to deliver results.
Abstract
August 1997
The 1990s have been a time of great advances in information technology. So why are companies struggling with their systems? How a few are getting big payoffs from IT.
Abstract
August 1996
The choice is yours: manage information technology, or give away a bundle. The experts’ three “I”s: infallible, inflexible, and very inflatable. You have the knowledge to change this. And the technology trends are in your favor.
Abstract
November 1995
Reengineers plan for years—the right timeframe is months. Line managers in the lead. “We didn’t reach far enough.”
Abstract
May 1995
Whether a company sees its IS department as an asset or a liability is largely down to the CIO’s ability to add value.
Abstract
November 1994
A case study of how Mervyn’s built a new store inventory system in record time.
Abstract
November 1994
How rebalancing the mix of human and machine skills processes can create competitive advantage.
Abstract
August 1994
Practical—and tested—strategies for lightening the burden of “legacy” systems.
Abstract
August 1994
Hands-on advice for getting an essential, value-added conversation back on track.
Abstract
August 1993
The leader’s role is to turn separate initiatives into a balanced, integrated program of change.
Abstract
February 1993
Effective redesign programs balance tightness of focus with lofty ambitions for performance improvement.
Abstract
February 1993
Getting the full value from core process redesign means being able to tell—early—when efforts wander off course.
Abstract
February 1993
A report from the new front lines in the battle to improve organizational performance.
Abstract
May 1992
In a complex world, to "design" means to rethink the logic of cause and effect.
Abstract