Astin Thomas, Chief Information Officer of KBC Advanced Technologies plc., writes about the CIO’s role in improving profit margins by leveraging the internet of things.
As we all know, data is undoubtedly a valuable business asset. But data is of no use if it can’t be converted to information that educates, inspires and guides businesses. Without smart use of data, businesses would be relying on assumptions and opinions, rather than facts, to make decisions.
Earlier this year, I wrote about the CIO-CFO relationship and what it means for business imperatives such as information strategy, data analytics, digital transformation and cybersecurity. The convergence of technology and investment strategies, and the rise in cyber risk, have elevated the importance of the CFO-CIO relationship to a new level.
Today’s workplace is fast-paced, globalized, multimedia-driven and, in many cases, virtual. Face-to-face meetings are often exceptions rather than the norm. Conventional forms of employee engagement might not suffice in such unconventional settings. Employees are more multicultural, multigenerational and more active on social media than ever before. And by using social media, employers can gain insight and feedback, and also create a more engaged, productive workforce. Despite that, social media and collaboration technologies remain underused in businesses today.
David Townshend, Global Power and Utilities Customer & Billing Transformation Leader, writes about what CIOs can do to allay Power and Utilities (P&U) companies’ fears about customer and billing (C&B) transformations.
Today’s consumers are very aware of the conveniences that advanced, interactive, intelligent technology can offer. And they expect their service providers to make this convenience available. In the P&U sector, for example, customers want to interact with their service providers on mobile devices, social media channels and other digital platforms, mainly expecting better accuracy and minimal human intervention.