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From Resource, November 2007
Copyright by LOMA
The
Role of CIO
Resource recently talked with six
industry CIOs to gain insight into the misperceptions and challenges of
today’s top insurance IT officers. See
what they’ve accomplished and what technologies they are watching.
By Tammy J. McInturff
Insurance companies today face
more challenges than ever—globalization, information transparency, regulatory
demands, security, outsourcing and terrorism are just a few of the pressing
technology issues. Today’s business climate is fraught with uncertainty, and
in every area of the organization, IT is being asked to do more to effectively
cope with these challenges. Considering all of these challenges, the role of the
Chief Information Officer (CIO) of an insurance company is tougher than ever.
Resource
recently talked with six industry CIOs to gain some insight into their role in
the company and the challenges that they are facing today. Our panel of
distinguished CIOs included:
Ursuline
Foley
Senior Vice President & Chief Information Officer,
XL Reinsurance
Russ
Bostick
Executive Vice President and CIO, Conseco
Clint
Gibler
Senior Vice President and CIO, Western & Southern Financial Group®
Chuck
Cornelio
Senior Vice President,
Shared Services and
Chief Information Officer,
Lincoln
Financial Group
Michael
B. Boyle
Vice President and Chief
Information Officer,
Allstate Financial Technology, Allstate Insurance Company
Kevin
E. Murray
Executive Vice President and CIO, AXA Equitable
Misperceptions
Although most companies have
come to realize the need for better alignment between their business operations
and IT there are still some misperceptions in companies when it comes to the
role of the CIO.
Resource:
What would you say is the most common misperception about the role of the CIO?
Foley:
Some people view the role of the CIO as a “fix it” person. And I think that
there is a perception there that the CIO or any IT person knows everything about
every technology and that is just not possible in this day and age. The CIO role
is there to try to ensure that it brings all of the appropriate skills and
expertise of technology together in order to service the business and to advance
them in using technology so that they can work more efficiently and
competitively.
Bostick:
The old perception of the person who headed ‘data processing’ was that the
role was mostly about processing and maintaining operational and financial
company records. With the advent of the ‘information technology’ label in
the late ‘90s, the expectations increased and all IT stakeholders expected
that the company could be transformed if IT could just adopt or implement some
new technology. Today, I believe
that insurance executives recognize that IT, and therefore the CIO, are
supporting the company’s daily operations, providing new methods for analyzing
risk and opportunity and, yes, transforming customer service and distribution
channels where the investment generates a real return. Today’s CIO and his or
her team have to master working an IT portfolio that has many individual
investment cycles.
Gibler:
Perhaps the most common misperception is that the role of the CIO is the same
across companies or industries. Differences in corporate organization structure,
IT governance models, state of the business, and business relationships
dramatically influence the role of the CIO within a company. Further, a CIO is
typically expected to influence the business beyond his or her technology
responsibility. Those opportunities vary from company to company.
Cornelio:
The most common misperception about the role of the CIO is that many people do
not view it as a strategic position. If a company wants to maximize its IT
investment, it should think of its CIO as a strategic partner in its business.
Boyle:
I have found that the most common misperception is that because the CIO leads a
technology organization, he or she does not care about the business side of the
organization. In reality, just the opposite is true. Because the CIO leads a
technology organization, he or she must absolutely care deeply about the
business. How we ultimately affect the organizations and customers that we deal
with is paramount to our organization. Within Allstate Financial (AF), our
business partners in the Operations and Distribution rely heavily on the
technology we build and maintain in order to best meet the needs of our external
Allstate producers and customers. Our partnership with our internal customer
(the business) enables the healthy partnership between Allstate and its external
customers (consumers). It’s all about the partnership.
Murray
: The most common misperception is
probably that it is a technology position. Of course you need to have a
technology background and you need to establish a good enabling technology
reference architecture but it has evolved to much more of a business partner
position. It has become a business alignment and a business enablement position
that must have a background of technology. There are CIOs out there that are
excellent technicians and know technology very well that often fail because they
don’t create the right relationships and understanding of the business needs
within the company.
Accomplishments
Resource:
What have you accomplished as CIO that you are most proud of?
Foley:
I am most proud of a project that we’ve implemented in the last three years
called XLeRate. It is an underwriting pricing tool and it involved the
standardization of reinsurance pricing globally. It involved major collaboration
between our underwriters, IT and our actuaries for all of our lines of business
across the globe and as a result of its success it has been recognized by our
CEO as a critical tool to support our underwriting process that provides
competitive advantage.
Bostick:
Conseco was formed from a long string of multiple acquisitions. We clearly
needed to create “One IT” in order to improve its cost structure and its
ability to deliver solutions to improve the complex portfolio of applications
that we ended up with. I’m proud that today our organization can capably
deliver to multiple independent channels with a greater level of re-use and
flexibility than we had previously… and with a lower cost to boot.
Gibler:
Our IT organization works very hard to develop and maintain positive
collaborative relationships with our internal business partners. By and large,
we have been successful, and the results are reflected in our strong
year-over-year growth, achieved both organically and through acquisitions.
Further, our close ties with our business partners enable us to jointly develop
innovative and differentiating business solutions, as demonstrated by external
industry recognition like A.M. Best (for automated underwriting platform) and
DALBAR (for online customer sales and service processes).
Cornelio:
My team and I were able to deliver objective, quantifiable top and bottom line
results. We were able to change the perception of IT being difficult to work
with and viewed as overhead to that of a strategic contributor to the
company’s success. We did that by working closely with our business partners
to achieve several different technology-based initiatives that proved to be of
great benefit to top line growth. Two examples include Straight Through
Processing of our variable annuities and a rules-based automated underwriting
system for our life insurance business.
Boyle:
I fully believe that a technology division is successful because of its ability
to partner across an organization. Within Allstate Financial Technology (AFT),
we have put a great deal of energy into creating a business focused organization
driven by relationship management. We structured our technology organization to
best align with the business areas we support and have assigned a Relationship
Manager to serve as a liaison between Technology and the respective business
divisions (Finance, Product, Distribution, etc.). Having these key contact
resources in place has allowed us to deepen our partnerships across the
organization. To place further emphasis on our commitment to the business, our
major technology projects are approved by the Allstate Financial Executive
Committee (Allstate Financial President and direct reports) and prioritized to
align with Allstate Financial priorities/initiatives. Gathering input in this
manner from the senior leaders across the AF organization demonstrates our
commitment to being business focused where we listen to what our customers want
and respond accordingly.
Murray
: First and foremost I think I have
reinvented the organization so that it is a more efficient organization through
the implementation of some disciplines and processes like CMMI (Capability
Maturity Model Integration) levels. We are officially a CMMI Level 2 shop moving
to a CMMI Level 3 in early 2008. I am also proud that the organization is
delivering more with less through efficiencies and that we have set an IT
strategy that will enable our 2012 business goals. This is providing much more
available capital to us on the discretionary strategic side. When I got here, it
really was an IT organization that was maintaining a legacy systems world. Now
we have an endorsed strategy from the business side for both the annuity and our
life business that is going to migrate us from all of those many legacy systems
to one common platform for both our annuity and life business.
Challenges
In addition to ensuring that
their organization obtains the greatest value from their IT investments, CIOs
today face a number of other challenges—speed to market concerns, retaining IT
talent, balancing local and global concerns, budget constraints and privacy and
security concerns.
Resource:
What is your biggest challenge as CIO?
Foley:
There is a huge expectation from the
business in terms of IT delivery and it is a challenge to balance these
expectations with the budget and resources that we are provided. Hence we have a
constant goal to provide the most value to the business working within budget
which forces my team and I to be constantly very creative on the solutions we
provide and the resourcing that we use to provide them. Wherever possible we try
to use a global sourcing model, which results in sending quite a few projects
offshore which has proven to work well. Leveraging existing solutions where they
exist and using a service oriented architecture also help to reduce the cost and
time to develop. Even so, as the number of products continue to increase for
support each year, new projects continue to be requested and budgets remain
close to flat, the challenge it seems rises year over year.
Bostick:
I think that our company has a greater number of systems and policy forms than
any other of its size. Rationalizing these systems while improving service has
been a challenge for my staff and I, but working with our business colleagues,
we are making substantial progress.
Gibler:
To me, the biggest challenge for a person
in my role is to make the right investments in people, processes, and technology
to ensure the company is ready to scale for future growth, and rapidly adapt to
market and competitive forces. In the financial services industry, product and
service offerings are fundamentally based on technology capability, from
business analytics to product development to sales and service. The company
entrusts that responsibility to the CIO. And, like everyone else, we have finite
resources, so we have to make good choices.
Cornelio:
My biggest challenge as CIO is talent management. Having the right individuals
and leaders in the IT organization with the right level of skills is critical.
Boyle:
The biggest challenge is implementing new, innovative business and technology
initiatives in a highly complex technical environment comprised of multiple
legacy systems. In the insurance industry, mergers and acquisitions have
resulted in multiple legacy administration, workflow, valuation, illustration,
and reporting systems that are not integrated. It is therefore extremely
challenging to introduce new technology projects and enhancements into this
complicated network. That said, we are looking to industry best practices, for
example implementing ACORD standards at the transaction layer of what we do, to
build a sound, integrated network, uniting legacy systems and simplifying the
initiation and implementation of new projects.
Murray
: My biggest challenge is probably to
be an agent of change. The organization needed to really reinvent itself and
make sure that there was enabling technology that aligned with our 2012 business
goals. People don’t love change and it is a difficult thing to implement a
great deal of change—so that has certainly been a challenge. Also, it is
always a challenge to make sure that the IT organization is flexible enough and
efficient enough to deal with changes that come over from the business side. The
IT organization needs to be able to quickly absorb product, distribution and
service changes and demands as dictated by the marketplace.
Top
Priorities
A company’s top IT priorities
and top business priorities are not always the same. CIOs have to be in tune
with the top goals of both sides. CIOs shared with us their current top IT and
business priorities.
Resource:
What is your top technology priority today?
Foley:
We are in year three of a five year program to standardize all of our
reinsurance business processes worldwide by consolidating them and migrating
them onto one single reinsurance platform. So it requires significant business
transformation in all of our business units across the globe and it requires
major conversion of data historically. We expect to be done with that by the end
of 2009.
Bostick:
The consolidation of our back-office business operations requires us to balance
systems conversions and the enhancement of our “Surround and Connect”
systems strategy for front-ending the many systems that will remain. Integrating
new call center technology, implementing SOA and having all that play well with
enterprise content management and business process management software is a
challenge.
Gibler:
We tend not to think in these terms. Technology needs to align with the business
priorities. Driven by our desire to strategically address the NAIC Model Audit
Rule, one of our more challenging technical issues is to implement an identity
management solution that supports efficient access rights management for
hundreds of software applications, as well as broader identity management needs
for interaction with consumers and producers. We also prioritize initiatives
that improve agility and can be used across business lines, as they provide the
most compelling business cases. Examples include SOA and converged
communications.
Cornelio:
Our top technology priority today is to have a unified view of our customer data
and to be able to use that information in a way that helps grow the company as
well as improves our customers’ experiences.
Boyle:
Without a doubt, a top priority is the simplification of our technology
environment. At Allstate, we help people realize their hopes and dreams through
products and services designed to protect them from life’s uncertainties and
to prepare them for the future. Allstate Financial strives to be the company
financial service professionals choose for their clients’ financial
protection, savings and retirement needs. In order to achieve this goal, doing
business with us must be easy. When a customer or agent is required to access
multiple systems to buy or sell an Allstate Financial product, we need to ask
ourselves, is there a better way? Is there an opportunity to simplify the
process, to consolidate systems so users have the best possible experience when
doing business with Allstate? The answer is, of course, yes. Consolidation of
legacy, operating and front-end systems wherever possible will make it easier to
do business with us and as a result, improve the customer experience.
Furthermore, simplification will streamline the selling process for our
producers, allowing them to be more productive and resulting in an improved
agency experience in doing business with Allstate. Simplification of our
technology framework allows us to focus on the consumer and enables us to
deliver products and services to them the way they want to receive them—easily
and effortlessly.
Murray
: My top priority today is to get IT
out of the way of the business priorities and initiatives where ever possible.
Today IT is a broker between my business partners and their markets as it
pertains to data,—data they need to monitor their markets and data they need
to find new product and distribution mechanisms. Where IT is in the way of all
that, we try to implement tools to get my business partners directly to their
data and product designs. The goal is that 80 percent of the time when they need
data they can get to it themselves. There will always be that 20 percent, the
exceptions where the data is too complex for them to get to on their own. This
includes data access to modifying product, service and distribution without IT.
Theoretically, I want IT to engage when it’s time to test and migrate to
production.
Resource:
What is your top business priority today?
Foley:
For the business, the number one priority is always managing the underwriting
cycles since it is our revenue stream. The reinsurance and insurance
underwriting cycles go through hard and soft markets as pricing changes and
every year the market changes somewhat. So advancing the functionality of our
underwriting pricing and modeling tools to ensure that they are ready for the
renewal season for January 2008, is a top business priority. Standardizing and
consolidating our reinsurance administration processes, along with providing
improved business analytics are a close second in terms of priorities.
Bostick:
We need to grow our Conseco, Bankers Life and Casualty and Colonial Penn
franchises faster than the industry while reducing the total cost of servicing
our in-force policies. We’ve made major progress on both growth and cost in
the past year.
Gibler:
As a centralized shared service, our IT organization serves over a dozen
business units and operating areas. Each business unit has unique priorities
depending upon its distribution channels, product line offerings, and current
business strategy. In aggregate, common themes include: 1) improving product
speed-to-market; 2) driving organic growth and diversification of services and
channels; 3) ease of doing business with producers and customers; and 4)
ensuring compliance with the NAIC Model Audit Rule.
Cornelio:
As CIO of a company that offers life insurance and annuity products, my top
business priority is to provide better access to and better understanding of our
distribution partners. It’s important to differentiate our company within the
industry so our distribution partners want to do business with us. We need to be
able to quickly react to product and service needs in a dynamic marketplace.
Boyle:
Seventy million
U.S.
consumers are quickly approaching retirement. While Allstate is largely known
for insuring cars and homes, Allstate Financial helps provide security and peace
of mind through annuities, life insurance and other protection and financial
products for millions of customers. As we explore new opportunities to protect
and prepare consumers for retirement, a top business priority for Allstate
Financial must be to deepen our financial services relationships with our
existing customers. Allstate currently has relationships with more than 17
million households (property and casualty policy holders) and within these
households are future retirees. By focusing on these existing P&C customers
and enabling sales of retirement and financial services solutions to the middle
market consumer, we will substantially improve our market penetration. In order
to do this, we must be innovative and create a robust product suite that
satisfies the diverse financial needs of the target customer. These products
must be delivered via a streamlined distribution approach where the sales
process is simple and results in a positive experience for both the producer and
the customer.
Murray
: I want to make sure that we are
totally business driven, so I let the business drive all IT priorities. The
moment I start letting IT drive the priorities, is usually a bad sign for me.
I have no problem participating in that though; so I can say that our top
business priority today is to get the best product out to market as quickly as
possible and faster than the competition and the IT organization is engaged in
making sure that the enabling technology is there to do that. I let the business
areas define business priorities and make sure that I am involved and facilitate
those discussions and that I have the best standard nonproprietary enabling
technology in place so that we can react to the business priorities as they
define them.
Trend
Watch
In addition to keeping their IT
and business areas aligned, CIOs have to keep a close eye on new trends and
technologies. Sometimes that means waiting and watching a technology until it is
mature enough to implement. This can be a real balancing act to find just the
right time to move to get the most value out of your investment.
Resource:
What new trend(s) or technologies are you watching?
Foley:
The insurance and reinsurance industry are not particularly recognized as
technology leaders. We do see opportunities in the area of Enterprise Content
Management (ECM) with e-mail, eCommerce messaging and workflow integration as a
means of driving significant efficiencies in our administration processes and
would in addition benefit Business Continuity, eDiscovery and remote processing.
Much of our business is received in e-mail with attachments, or via eCommerce
messaging; therefore integration of these with our applications and ECM system
would greatly eliminate duplication of effort, increase accuracy and provide
greater flexibility in our staffing models.
Bostick:
The new Federal Rules of Civil Procedure have generated a great deal of focus on
enterprise content management and the approaches that the major technology
vendors are taking to address client needs. We’re in the midst of making our
strategic decisions in that regard. Service-Oriented Architecture is also a
focus area. Again, the technologies are available, but not fully mature. And
again, we have to make some decisions and expand our implementations in order to
improve service to our business colleagues and, by extension, their customers.
Gibler:
We are active today with server virtualization, business intelligence tools,
automated underwriting, Web services, automated software testing tools, and the
use of e-signatures. We are tracking the evolution of open source software for
enterprise environments. For example, we are piloting alternatives to Microsoft
Office for a percentage of our associates. Finally, we are experimenting with
technologies that leverage high-speed Internet connections for enhanced producer
offerings.
Cornelio:
We are currently doing a lot of work using the principles of service oriented
architecture. In addition, we continue to look for new ways to consolidate our
data and translate it into competitive and economic successes.
Boyle:
Industry standards, such as those driven by ACORD, are essential for us to
watch. Standards are the driving force for the consistent exchange of data and
information to enable our electronic capabilities and straight through
processing. Additionally, new trends and technologies that can help to greatly
enhance customer experience, simplify our environment and enable speed to market
are key bets. Lastly, approaches, such as service oriented architecture will
allow us to build flexible components and systems that are based on reuse,
standards and best practices to move our technology portfolio forward.
Murray
: I am constantly watching what is
happening on the Internet. I think the way we do business is going to change
over the next ten years and it is my job to keep the pulse on that. So I’m
often reading and going through blogs concerning technology or the insurance
industry. I am very interested in the next generation, the X and Y generations
as they come up. I’m interested in MySpace and Facebook and the way that young
people are talking to each other because I believe it will dictate how they will
buy things as consumers in the future. I think we need to be ready for that. The
wires everywhere are going to disappear. They are going to disappear inside
buildings. They have already disappeared outside buildings. So I am very
interested in how the cellular, WIFI and even satellite network transmission is
going to collide and how hardware and firmware will be introduced to really take
advantage of that wireless connectivity which I think is going to drastically
change over the next five years.
Advice
Ask almost any CIO and they
will tell you that technology is a tough field to be in and being the top
technology executive in the company is no easy job. But if you are up to the
task, they have some words of wisdom for you.
Resource:
What advice would you give to a new CIO?
Foley: Technology is a tough
career to be in. I would advise them to make sure you’ve got a very close
partnership with the business and take the time to understand as much as you can
about their business and their processes. You will not be successful without
this. You have to be working closely with and meeting with the business on a
regular basis and it can’t just be on a formal basis; the informal basis
sometimes is even more important to developing strong business relationships.
Bostick:
The first piece of advice is a simple one—make sure that you and your IT
leadership team have both business and technology perspectives. Whether it is
with LOMA certifications or an advanced business degree, you and the people most
likely to succeed you had better understand the business. Then, because we are
technologists, we must relate that business problem to successfully implementing
new technologies and improving upon our management of the old ones. Now more
than ever, you need a strong team of direct reports.
Gibler:
I would remind a new CIO to do all the things he or she successfully did in the
prior job and then expand upon those attributes. In order to leverage their new
position as CIO, it is important to stay on top of trends and issues in the
industry, as well as to create and build strategic relationships to be
successful in the job. A few guidelines are below.
Understand
the expectations of your stakeholders, including your boss, your major internal
and external customers and the company’s board of directors. This will be an
iterative process as you clarify and reconcile the competing points of view.
Understand
the current work program and critical deliverables. Make sure your organization
continues to deliver what is expected on the immediate horizon.
Familiarize
yourself with the current state of operational performance, drive initiatives to
close most painful gaps, and establish service level metrics to monitor
operations.
Understand
the IT governance model, how corporate and business unit priorities are set, and
how capital investments are reviewed and approved. Challenge and improve these
processes where possible. Establish a project portfolio management process to
drive alignment between IT resources and business unit priorities.
Understand
how your current IT budget was constructed, including planning assumptions.
Adjust budget or business unit expectations based upon a current view of
required spending.
Be as
accessible as you can be with associates in your organization. Communicate what
you are doing as openly as possible. Give them a reason to want to follow you.
Commit
to developing outstanding relationships with your business unit customers and
peers. The company is best served if they see you as a partner, not a supplier.
A key element of relationship-building for an IT organization is to be
completely transparent with respect to financials, resource allocations, and
work program. IT resources are finite. Business units want to be able to review,
question, and debate how money is spent. The CIO needs to welcome and facilitate
the debate, adjust as required, and justify when no adjustment is needed.
Cornelio:
First, get a quick feel for how connected IT is with your business partners and
how the business partners believe IT aligns with their needs. Next, assess the
talent in the IT organization. Determine if the right team is in place and
develop the areas where skill levels do not meet expectations. Finally,
understand the biggest challenges facing your business. Explore technologies
that will provide benefits in areas where the company has an opportunity to
succeed or has an opportunity to improve its performance.
Boyle:
Learn as much about the business as you can. By immersing yourself in the
business, learning about and understanding the company’s products, services,
distribution channels, customer bases and target populations, you become a
trusted, strategic partner among your peers. A CIO who is astute and educated on
the business side of the organization is a valued member of the team when making
key decisions that impact the overall direction of the company. As such, you are
able to provide input into the company’s business roadmap and subsequently
build an Information Technology strategy that directly aligns to it. As the
leader of the technology organization that will ultimately enable the business
plan, it is up to you to drive the relentless execution of the technology
strategy supporting it. Solid measurement systems, such as a metrics-based
scorecards delivered on a regular basis (quarterly in Allstate Financial
Technology), are meaningful outputs to the business to track progress on the
technology strategy and can be easily rolled up to demonstrate tangible progress
and support of the business plan.
Murray
: It is not all about technology. And
while you need to stay very close to technology, it is about understanding the
business you are in becoming an expert in the products you sell, how you
distribute and how you service them. That is what is going to determine whether
you are successful or not.
Biggest
Concerns
With all of the
responsibilities of being a CIO in the insurance industry, getting a good
night’s sleep can be a challenge in itself. CIOs shared with us what they are
most concerned about.
Resource:
With all the challenges facing the insurance industry today, what are you most
concerned about?
Foley:
One of the things I am most concerned about is applying the right decision
making to sourcing. Which processes should be outsourced, offshored, or
maintained by XL? I find that we are in a constant debate over striving for
efficiency and value versus maintaining Core Competencies. We have made many
advancements in global sourcing; however I find each new situation has to be
carefully assessed to understand the risks and values associated with each
sourcing model. In addition we are also trying to educate our teams about our
decisions so that they can understand the role that they need to play as we
expand our usage of global sourcing to meet our ever increasing business
demands.
Bostick:
More members of our society will become seniors in the next decade than ever
before. In addition, working Americans generally want more access to health
insurance, not less. I am hopeful that companies such as ours can positively and
pro-actively deliver insurance solutions to meet these growing risks in addition
to honoring the long-term commitments we made years ago to solve what were the
insurance problems of that day.
Gibler:
Carriers who aggressively price products to gain short-term market share at the
risk of long term product profitability is a concern. The retirement market is a
terrific opportunity for life insurers. Customers are increasingly aware that
life insurance and annuities play important roles in helping them manage the
risks associated with lifetime income planning. It is an important, long-term
relationship between the customer and the carrier that must be sustainable
through prudent product design and pricing.
Cornelio:
The insurance industry is challenged by significant legacy operating
environments, and it’s important for us to understand how to maximize the
investment already made in those technologies and to find a way to minimize
their negative impact. Since we are so often challenged by past environments
that do not support how technology is delivered to the market today, we need to
focus modernization efforts on reducing the legacy technology footprint.
Boyle:
From an insurance industry perspective, state regulations cause a tremendous
amount of complexity to our processes and environment. In order to be compliant
with state regulations, we might be required to program the same enhancement 50
different ways, which requires a great deal of time and effort. To alleviate
this, I am very interested in the prospect of federal charters being mandated to
allow us to do more for our customers. Federal charters will drive efficiency
and effectiveness for the insurance industry, which will in turn drive
speed-to-market and allow for innovation, resulting in new opportunities for
growth and success.
Murray
: I am most concerned about being
prepared for some breakpoint change in how we do business. That breakpoint could
come from the regulatory side; all the products that we sell are regulated at
both the state and the federal level so there could be some changes there. We
have to be prepared for that. Also, I need to make sure that we are not missing
some enabling technology that my competition has figured out. So we just have to
make sure that we stay in the top of our game on the technology side and that we
don’t have blinders on when it comes to what is happening outside our
organization.
Finding
the Right Balance
Business and technology
continue to change at a rapid pace. Managing the demands of the marketplace,
producers and customers is no easy task. Technology can make a difference in
your company’s business success, but it is only part of the equation.
Technology should enable the business to do their jobs more effectively and
efficiently, so having a close alignment with the business is critical.
CIOs have a unique perspective
that others cannot have about the relationship between business and IT. If your
company is experiencing some resistance or friction in its technology
development plans, look to your CIO. He or she just might have the solution that
you are looking for to get your company back on the road to success. n
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