CIO Straight Talk - Issue 3 - 61
For example, in the past, companies leasing and
maintaining equipment at customer locations
collected large volumes of data across a variety of
systems about equipment failures and the cost of
resolving them. Now these companies can detect
and predict failures before they happen by analyzing
historical data, identifying likely symptoms of
impending failure, and by combining all this with
real-time, machine-to-machine diagnostics. The
impact: reduced downtime and improved customer
service, avoidance of costly failures, and greater
productivity for field service technicians.
There isn’t a single industry in which the potential of
these technologies cannot be realized. The
challenge we face is defining but not limiting the
Voice of the Community
CIO Straight Talk Interactive on LinkedIn
It’s a combined trend: For the first
time in computing history, we are
experiencing revolution on three
fronts simultaneously – the user
experience (mobile), where
processing takes place (cloud),
and what processing is taking
place (big data). That is why it
seems like we are in the midst of
so much disruption, and
opportunity, in IT.
Defining the art of the possible is a team sport,
requiring participation from the CIO, business
leaders, and, more often than not, a partner to act
as the catalyst. The right partner will bring domain
expertise allied to technical know-how and a new
perspective to help identify, prioritize, and ultimately
realize the use cases that can genuinely transform
Venturing into such new territory is not without risk.
These technologies have a high cost of entry, there
are many competing and often overlapping options
to choose from, and the skills to deploy them
effectively are scarce. Furthermore, transformational change will require effective change management to ensure a smooth transition to new organizational structures, business processes, and more.
But these risks can be managed.
The greatest risk will be to do nothing at all.
Evan Quinn, Senior Principal Analyst
(Data Management, Analytics, Big Data,
and PaaS), Enterprise Strategy Group
James Riley is a Senior Vice President
and the Global Head of Innovation for
HCL Technologies. He blogs regularly
at www.hcltech.com/blogs. He can be
reached at email@example.com.
CIO Straight Talk
for the CIO
“art of the possible.” Historically, we have used
technology to deliver incremental changes to
well-defined business processes. It is no longer
about incremental change; it is about creating
brand-new business processes and models. CIOs
and their business partners, aware of the potential,
are feeling the pressure to leverage these technologies before their competitors do — yet in many
cases they don’t know where to begin. For example,
according to IDG Research, 71% of senior IT
leaders see mobile computing as transformational
or strategic to their business, yet only 18% have
developed a comprehensive mobile strategy.