It's your first briefing from the CIO:

Dramatic changes in organization, technology, and outsourcing signal limited career potential for 21st-century IT professionals.

High business expectations and a new demographic mixture signal a world of opportunity for 21st-century IT professionals.

Dramatic changes in organization, technology, and outsourcing signal limited career potential for 21st-century IT professionals.

High business expectations and a new demographic mixture signal a world of opportunity for 21st-century IT professionals.

IT is undergoing major changes that affect individuals as well as organizations. Mobile technology advances, cloud computing, and social networks are having a profound impact on the role of IT and IT professionals. In the past, businesses had to rely on their IT departments to make every enhancement to their systems and applications, whereas the current trend toward scripting languages, intuitive interfaces, and cloud-based services enables business users to quickly create their own applications.

Individuals entering the workforce today use the devices at their disposal differently from employees that came before. With over 5 billion cell phone subscriptions and 1 billion PCs in the world, the cell phone is the next digital frontier for companies looking to engage their employees.

Gone are those days when monolithic IT systems were developed and maintained by exclusive communities of IT professionals confined to technology-savvy regions of the world. The challenges of software engineering during the 21st century are quite different and multifold because of factors such as globalization and technology evolution.

We have written this article thinking mainly about the IT department of the future and the IT profiles needed. Management of IT could free business growth or restrain it. But this depends more on the setting of IT roles and the management paradigm chosen than on the proper use of IT tools.

Over the past few years, businesses have become more focused on customer-centricity. Organizations are increasingly emphasizing cutting costs, being more market savvy, achieving customer delight, and rolling out products and services faster than ever. Apart from redefining business processes, IT is being sought after to provide much-needed competitive advantage and as a catalyst to achieve business objectives. IT has seen manifold growth and, at the same time, simplification over the years -- especially in the last two decades.

Dramatic changes in organization, technology, and outsourcing signal limited career potential for 21st-century IT professionals.

High business expectations and a new demographic mixture signal a world of opportunity for 21st-century IT professionals.

IT is undergoing major changes that affect individuals as well as organizations. Mobile technology advances, cloud computing, and social networks are having a profound impact on the role of IT and IT professionals. In the past, businesses had to rely on their IT departments to make every enhancement to their systems and applications, whereas the current trend toward scripting languages, intuitive interfaces, and cloud-based services enables business users to quickly create their own applications.

Individuals entering the workforce today use the devices at their disposal differently from employees that came before. With over 5 billion cell phone subscriptions and 1 billion PCs in the world, the cell phone is the next digital frontier for companies looking to engage their employees.

Gone are those days when monolithic IT systems were developed and maintained by exclusive communities of IT professionals confined to technology-savvy regions of the world. The challenges of software engineering during the 21st century are quite different and multifold because of factors such as globalization and technology evolution.

We have written this article thinking mainly about the IT department of the future and the IT profiles needed. Management of IT could free business growth or restrain it. But this depends more on the setting of IT roles and the management paradigm chosen than on the proper use of IT tools.

Over the past few years, businesses have become more focused on customer-centricity. Organizations are increasingly emphasizing cutting costs, being more market savvy, achieving customer delight, and rolling out products and services faster than ever. Apart from redefining business processes, IT is being sought after to provide much-needed competitive advantage and as a catalyst to achieve business objectives. IT has seen manifold growth and, at the same time, simplification over the years -- especially in the last two decades.

Experience has shown that agile data warehousing (ADW) can be a double-edged sword when viewed from the program level or the perspective of a data warehousing/business intelligence (DW/BI) director.

The stories and statistics are well known and troubling: the door to the CIO office remains a revolving one. Every CIO -- whether new to the organization or long-sitting -- needs to know what is required to ensure organizational success and personal longevity.

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Implementing an enterprise risk management (ERM) framework requires a technique to help identify risks and assess the effectiveness of existing controls through the three lines of defense of risk governance. The risk and control self-assessment (R&CSA) is one of those techniques. This Executive Report explores the power of R&CSA and its application to deliver value.

A decade after the infamous corporate disasters of the 1990s, the business world is facing another financial crisis. The source this time stems from a combination of lax government regulation and the behavior of numerous financial institutions that bought and sold financial instruments they knew little about, never examined, or knew to be defective.

A decade after the infamous corporate disasters of the 1990s, the business world is facing another financial crisis. The source this time stems from a combination of lax government regulation and the behavior of numerous financial institutions that bought and sold financial instruments they knew little about, never examined, or knew to be defective.

A decade after the infamous corporate disasters of the 1990s, the business world is facing another financial crisis. The source this time stems from a combination of lax government regulation and the behavior of numerous financial institutions that bought and sold financial instruments they knew little about, never examined, or knew to be defective.

A decade after the infamous corporate disasters of the 1990s, the business world is facing another financial crisis. The source this time stems from a combination of lax government regulation and the behavior of numerous financial institutions that bought and sold financial instruments they knew little about, never examined, or knew to be defective.

A decade after the infamous corporate disasters of the 1990s, the business world is facing another financial crisis. The source this time stems from a combination of lax government regulation and the behavior of numerous financial institutions that bought and sold financial instruments they knew little about, never examined, or knew to be defective.

Nearly a year ago, I reported that advancements in virtualization technology have made virtual desktop environments much more practical and that this will facilitate broader mainstream adoption of desktop virtualization by end-use

Dear Colleague,