Recent technology innovations have introduced the potential for IT to be nimble and efficient, but have these innovations alone achieved these goals? Which traditional practices should be abandoned? Also, what should be done about the siloed monolithic mental structures that exist in the minds of business leaders, IT managers, and IT workers? Why should so many IT leaders earn kudos for IT transformations that ultimately fail to make IT a simpler, more leverageable resource for business? Could it be that some of us are unintentionally running a rigid IT?
John Baldoni, Chair of leadership development N2growth, a global leadership advisory firm & Author of 13 books… newest is MOXIE, The Secret to Bold and Gutsy Leadership, None
John Baldoni is chair of the leadership development practice of N2growth, a global leadership consultancy. John is an internationally recognized leadership educator, executive coach and speaks throughout North America and Europe. John is th... More View all posts
John Baldoni is chair of the leadership development practice of N2growth, a global leadership consultancy. John is an internationally recognized leadership educator, executive coach and speaks throughout North America and Europe. John is the author of more than a dozen books, including MOXIE: The Secret to Bold and Gutsy Leadership, Lead with Purpose, Lead Your Boss, and The Leader’s Pocket Guide. In 2014 Trust Across America named him to its list of top 100 most trustworthy business experts. Also in 2014 Global Gurus ranked John No. 11 on its list of global leadership experts. John has authored more than 500 leadership columns for a variety of online publications including Forbes, Harvard Business Review and Bloomberg Businessweek. His leadership resource website is www.johnbaldoni.com Less View all posts
Bobby Cameron, Vice President and Principal Analyst, Forrester CIO Practice
Bobby serves CIOs. He is a leading expert on best practices for IT and serving the business. His specialty is transformative technology use that drives business success. While Bobby focuses his research on delivering IT excellence he works ... More View all posts
Bobby serves CIOs. He is a leading expert on best practices for IT and serving the business. His specialty is transformative technology use that drives business success. While Bobby focuses his research on delivering IT excellence he works closely with members of The CIO Group in the Forrester Leadership Boards, which he conceived and piloted in 2002. In this role, he writes CIO-targeted research, answers individual members' business and technology inquiries, and facilitates CIO Group member exchange meetings where CIOs discuss member-selected topics. Prior to taking on this role, Bobby's research focused on technology leadership — the impact of technology and services on organizations, budgets, and roles. Bobby previously led Forrester's research on IT services and enterprise wide applications, such as ERP, supply chain, and customer management, that can make or break a company's business performance. Bobby has also directed Forrester's software strategies service. Before joining Forrester, Bobby spent five years as director of product management at Dun and Bradstreet Software (DBS), with responsibility for that company's client/server directions, decision support products, and tools and technologies. Bobby came to DBS from Dataquest, the San Jose, Calif.-based market research firm, where he spent two years as associate director for Northeast Research, focusing on business applications and systems. Prior to Dataquest, he spent nine years at Chase Manhattan's electronic banking business in Lexington, Mass., connecting 8,000 treasurers with 100 bank back offices worldwide. While at Chase, Bobby was MIS director and director of product management. Less View all posts