In high-performing organizations, strong relationships often exist between technology leaders and boards—ties that can become even more crucial during a crisis. A recent Deloitte LLP study identifies steps CIOs can take to build and foster these alliances.
In this second of two articles on virtual leadership, Surinder Kahai, associate professor of information systems at SUNY Binghamton, discusses how C-suite leaders can overcome the challenges of sustaining team relationships in a world of remote work.
In the future, everyone and everything—people, services, global enterprises, and even cities—could have a digital twin. Pilots and prototypes can help identify potential areas where companies can benefit from digital twin capabilities, which serve to bridge the physical and digital worlds.
As consumer products companies adjust business models to address unprecedented uncertainty, some are finding that cognitive risk sensing and the data and insights it delivers are helping to identify emerging risks, enable early intervention, and create a competitive advantage.
Clearly identifying roles and backups, ensuring strong IT support, and communicating frequently were some of the core steps National Grid US CFO Peggy Smyth and her team took to prepare for the company’s first remote financial audit.
As cost management grows increasingly crucial worldwide, businesses are optimizing technology spending by focusing on digital innovations with strong returns. With a save-to-transform mindset, tech spending can continue to be a source of value, even in a downturn.
Between growing concern about climate change and heightened focus on health and safety amid COVID-19, sustainability risks increasingly demand the attention of business leaders. By viewing environmental, social, and governance efforts as growth levers, C-suite executives can integrate them into a business strategy that fosters resilience and adaptability while creating long-term value.
Nine macro technology forces are likely to disrupt businesses over the next 18 to 24 months. Leading organizations are proactively engineering a controlled collision of these forces to create a solid foundation for innovation that can propel their companies into the future.
The role of the enterprise architect is changing alongside rapid digital disruption in the financial services sector. To respond to evolving technologies and regulations as well as the need to scale, architects can help enable the entire ecosystem and focus on business outcomes.
As rapidly evolving risks meet budget cutbacks and talent deficits, the role of cyber leaders is growing more demanding—and more crucial as a result. Speaking with Deborah Golden, Deloitte’s U.S. Cyber & Strategic Risk leader, four information security executives brainstorm modern approaches including talent development, diversity, and inclusion.
