First of all, let me say that after reading both of this month's contributions, I have newfound respect for my CIO friends -- this ain't no walk in the park! I think I will assign this issue of CBR as required reading for my masters' students.

This survey investigated the priorities and value-adding actions of the CIO. Of the 112 respondents, 16% come from companies with more than 50,000 employees, 15% from companies with between 10,000 and 50,000 employees, 29% from companies with between 1,000 and 10,000 employees, 18% from companies with between 100 and 1,000 employees, and the remainder from companies with 100 or fewer employees.

The number of data warehousing appliances -- prepackaged hardware/software offerings designed for specific applications such as data warehousing and BI -- on the market continues to grow.

"Being good enough is no longer good enough. In contrast, the rewards from getting it exactly right, one segment at a time, have never been higher."

-- Eric K. Clemons, Guest Editor

"Being good enough is no longer good enough. In contrast, the rewards from getting it exactly right, one segment at a time, have never been higher."

-- Eric K. Clemons, Guest Editor

"Being good enough is no longer good enough. In contrast, the rewards from getting it exactly right, one segment at a time, have never been higher."

-- Eric K. Clemons, Guest Editor

Consumer behavior change enabled by interactive technologies (IntTech) has stood traditional consumer segmentation theories and practices on their heads. Clustering by demographic similarities or by lifestyle no longer adequately describes how consumers decide on and choose products and services.

Consumer behavior change enabled by interactive technologies (IntTech) has stood traditional consumer segmentation theories and practices on their heads. Clustering by demographic similarities or by lifestyle no longer adequately describes how consumers decide on and choose products and services.

Consumer behavior change enabled by interactive technologies (IntTech) has stood traditional consumer segmentation theories and practices on their heads. Clustering by demographic similarities or by lifestyle no longer adequately describes how consumers decide on and choose products and services.

A basic tenet of long tail distribution is that consumers are increasingly self-directed and want an ever-improving set of navigation tools to locate goods and services. They find what they truly value and they are satisfied, loyal, and highly profitable. In turn, many IT initiatives center on how to enable this phenomenon ever more extensively, helping more customers to find resonant "sweet spot" product and service offerings.

Users of technology-based applications, such as e-commerce Web sites, often stop learning and adopting application features at a level well below the full capabilities of the product. Adoption usually plateaus at a point where the user has achieved minimum adoption criteria and the perceived benefit for further adoption seems disproportionate to the perceived effort or risk to realize that benefit.

Users of technology-based applications, such as e-commerce Web sites, often stop learning and adopting application features at a level well below the full capabilities of the product. Adoption usually plateaus at a point where the user has achieved minimum adoption criteria and the perceived benefit for further adoption seems disproportionate to the perceived effort or risk to realize that benefit.

Users of technology-based applications, such as e-commerce Web sites, often stop learning and adopting application features at a level well below the full capabilities of the product. Adoption usually plateaus at a point where the user has achieved minimum adoption criteria and the perceived benefit for further adoption seems disproportionate to the perceived effort or risk to realize that benefit.

For a variety of reasons, many travel industry primary service providers (i.e., airlines and hotel chain oper-ators, rather than the various intermediaries that handle bookings) need to rethink their distribution strategy.

For a variety of reasons, many travel industry primary service providers (i.e., airlines and hotel chain oper-ators, rather than the various intermediaries that handle bookings) need to rethink their distribution strategy.

For a variety of reasons, many travel industry primary service providers (i.e., airlines and hotel chain oper-ators, rather than the various intermediaries that handle bookings) need to rethink their distribution strategy.

If you Google the term "agile certification," you will retrieve more than 1,170,000 search results. Most of the top 10 hits relate to some form of advertisement for a ScrumMaster certification or some debate about whether the words "certification" and "agile" actually go together.

The agile approach is highly productive, and those who can develop and lead the environments in which it thrives are extremely valuable.

Your organization may have recently decided to adopt Agile software development for its value proposition: project ROI, employee retention power, reduced software development pains, and so forth. Thus, your organization's leadership is now putting together its Agile enablement plan, covering such aspects as transition strategy, candidate projects and teams, community development, and transition leadership and support.

This Executive Report builds on an earlier Cutter report [1] that discussed the 40 most common provisions required in any outsourcing contract (out of more than 100 possible provisions in any given contract).

This Executive Report builds on an earlier Cutter report [1] that discussed the 40 most common provisions required in any outsourcing contract (out of more than 100 possible provisions in any given contract).

This Executive Report builds on an earlier Cutter report [1] that discussed the 40 most common provisions required in any outsourcing contract (out of more than 100 possible provisions in any given contract).

The accompanying Executive Report builds on an earlier Cutter report that discussed the 40 most common provisions required in any outsourcing contract.

The accompanying Executive Report builds on an earlier Cutter report that discussed the 40 most common provisions required in any outsourcing contract.

The accompanying Executive Report builds on an earlier Cutter report that discussed the 40 most common provisions required in any outsourcing contract.