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IT departments battle for data analytics talent
CIO    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Few areas of the IT job market have seen the growth and disparity in supply and demand that the data analytics field has experienced. As big data continues to get bigger and the analytics field continues to mature, it's becoming a core part of business and the decision-making process. Competition for top analytic talent is going to be fierce as more companies enter the hiring fray. More

CIO-plus series: Interview with McKesson's Randy Sprat
Forbes    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Randy Spratt runs information technology for the largest company in the largest sector of the largest economy on earth. For most of the last decade, he has served as CIO for the $123 billion health care behemoth, McKesson Corporation, and in 2009, he assumed the chief technology officer responsibilities. To the uninitiated, the CIO/CTO dual role may seem less dynamic than some other CIO-plus combinations that have been covered in this series. However, that analysis would be wrong as Spratt tells us, these are distinct responsibilities, and they reflect both sides of the information technology landscape, which become more complex the larger the company is. More

CIOs debate the future of the data center    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In recent years, the data center has been at the heart of most IT leaders' efforts to cut costs and optimize IT service delivery. Technologies such as virtualization have transformed the operation of data centers — but not necessarily removed the complexity inherent in legacy systems.In the future, with greater business demands for Web and mobile access to applications and data residing in the data center, the need for greater flexibility is only going to grow — and such complexity will increasingly be the enemy of achieving the desired flexibility. More

The changing role of the CIO
Finextra    Share    Share on FacebookTwitterShare on LinkedinE-mail article
There's been a lot of debate around the changing role of the CIO in the press, and particularly in financial services. But we must take into consideration that, in the rapidly evolving world of technology, you have to move with the times. There's simply no escaping it. Fundamentally, CIOs are responsible for enabling a business to achieve its goals through IT. And in IT, more than any other sphere of business, change is almost constant. So the really savvy CIO will already be focused on tackling that change. Here's how you can do the same. More

State CIOs combat 2013 budget woes with shared services strategies
SearchCIO    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Faced with consecutive annual budget cuts and stagnant staffing levels, Brenda Decker might be forgiven for feeling a bit beaten down. Yet the CIO for the state of Nebraska, who also serves as president of the National Association of State Chief Information Officers, sounded more spirited than sapped about what lies ahead for her state and those of her peers. By her estimation, the pressure to do more with less is actually leading to innovative strategies for cost savings, most recently the adoption of a shared services approach that leverages IT resources statewide and in some cases across state borders. More

With BYOD, data breaches just waiting to happen
Network World    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The health care industry's track record on protection of patient data remains disturbingly poor, even after more rigorous federal regulations took effect in 2009, say two recent reports. And it may get worse before it gets better if the industry does not find a better way to protect the patient information carried with smartphones. Two studies found that the most common causes of the breaches at hospitals and health systems were not from hacking or malware, but the loss or theft of devices and employee errors. And, as is true in just about every other sector of the economy, the smartphone is becoming ubiquitous, which means employees using their own personal smartphones for work, known as BYOD, is a fact of life. More

Finding and keeping big-data talent
TechRepublic    Share    Share on FacebookTwitterShare on LinkedinE-mail article
If you're looking to reel in the big-data fish, make sure you have a big enough boat. Big-data talent is all around, but you must be in touch with the real costs of acquiring these resources if you ever expect to move your big-data strategy forward. Many companies realize they cannot fulfill their big-data dreams without finding the right talent, so they're hoping they can somehow lure these elusive, valuable resources into their organization. A piece of advice: Be careful what you hope for, you just might get it. More

Microsoft: What it did right and wrong in 2012
Network World via CIO    Share    Share on FacebookTwitterShare on LinkedinE-mail article
At this point, writing Windows 8 could be the biggest thing Microsoft has done wrong — ever. But it could also wind up being one of the best things it has ever done. By CEO Steve Ballmer's own description it is the one of the top three major events in the company's history, grouped with IBM PCs adopting MS-DOS and the advent of Windows 95. By that measure, if it's a flop it's huge. More

Has IT done enough to cut costs?
FierceCIO    Share    Share on FacebookTwitterShare on LinkedinE-mail article
For some time now, the buzz around IT has been that it needs to do more than keep the lights on and help reduce costs; it must also help companies innovate and drive new opportunities for growth. If your organization is doing more of the first set of tasks than the second, it turns out you're in good company. Most businesses still rely on IT primarily to drive operational efficiency, according to a new study by the Economist Intelligence Unit. However, companies with stronger financial performance than their peers view IT in a different light. More


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Colby Horton, Vice President of Publishing, 469.420.2601
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