Information Technology

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Image courtesy of Flickr user K.Costin Photography.

The Manager’s Guide to IT Innovation Waves

The relentless advance of information technology today means that a key task of the business manager now is to cope with one wave of IT innovations after another. At any given time, an executive is likely to feel more or less inundated by a current wave, unsure of what all the commotion is about, unable to avoid the topic in conversation and yet suspicious that the latest “killer app” may be mostly hype. Is there a better way?

Image courtesy of IBM.

Winning the Race With Ever-Smarter Machines

The capabilities of computers are now improving so quickly that concepts can move from the realm of science fiction into everyday life in just a few years, rather than a lifetime. Rapid advances in information technology — computer hardware, software and networks — are yielding applications that can do anything from answering game show questions to driving cars. But to gain true leverage from these ever-improving technologies, companies need new processes and business models.

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How Much Improvement Can We Process At Once?

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Companies’ use of sophisticated Six Sigma tools and similar improvement activities often creates information overload for workers, writes Satya S. Chakravorty of the Coles College of Business at Kennesaw State University.

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A Peek at How 3 Million Lines of Code Move Luggage at Schiphol

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www.ibm.com/luggage does a great job bringing automation and integration to life. It explains how “3 million lines of code” move luggage efficiently at Amsterdam’s Schiphol Airport.

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How Fast and Flexible Do You Want Your Information, Really?

Almost all executives want more and faster information, and almost all companies are racing to provide it. What many of them overlook, though, is that the real aim should be not faster information but faster decision making — and those aren’t the same things.

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Image courtesy of Flickr user Nathan Eal Photography.

Why Companies Have to Trade "Perfect Data" for "Fast Info"

Companies have been trained to think about data all wrong, say Attivio’s Ali Riaz and Sid Probstein. “Analytics don't have to be based on super-precise data,” they say. “The report doesn't have to be perfect. It needs to capture the behavior, not the totality of it."

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The Collaborative Organization: How to Make Employee Networks Really Work

CIOs who learn to balance formal and informal structures can create global IT organizations that are more efficient and innovative than organizations that rely primarily on formal mechanisms. Organizational network analysis provides a useful methodology for helping executives assess broader patterns of informal networks between individuals, teams, functions and organizations, and for identifying targeted steps to align networks with strategic imperatives.

Courtesy of DuPont.

The IT Audit That Boosts Innovation

Innovators tend to think that information technology systems are too orderly and controlling even to cope with the messy process of innovation — much less enable it. But as some leading companies show, smart managers bring the whole IT menu to the challenge.

Showing 21-40 of 86