So where are we now?

An information system (IS) manager's job can be more than delivering data. Moving up the management chain to chief information officer (CIO) requires a more critical understanding of how and why data is collected and used by decision makers.

I began my first EA Advisor in 2005 with some predictions of what the year would bring (see " Looking Ahead to 2005," 19 January 2005). To kick off 2006, I'm going to see how those predictions panned out. And not to be accused of learning my lesson, I'm going to make some more predictions for 2006. Here we go....

Happy New Year!

I wish all of my readers a terrific 2006.

Since this is the first Advisor of the New Year, I thought I'd give my thoughts on some of the more important business intelligence (BI) developments and trends I see taking place in 2006. Obviously, I can't cover everything here, so I welcome your feedback on developments you see affecting data warehousing, BI, and CRM this year.

Happy New Year!

I wish all of my readers a terrific 2006.

Since this is the first Advisor of the New Year, I thought I'd give my thoughts on some of the more important business intelligence (BI) developments and trends I see taking place in 2006. Obviously, I can't cover everything here, so I welcome your feedback on developments you see affecting data warehousing, BI, and CRM this year.

"Not for the faint of heart" should read the tagline on virtually all open source software (except, perhaps, that provided by MySQL, JBoss, and other "business-focused" stalwarts). OSS has been created by developers and is designed to be consumed by developers. As such, there is very little in the way of true adoption models, reliable knowledge acquisition mechanisms, or organizational impact guidance.

In the last issue of CBR, we focused on an important and timely topic: security and IT risk management.

In the last issue of CBR, we focused on an important and timely topic: security and IT risk management.

For most, if not all, organizations, the collection of customer information is not only necessary, it's imperative. Customer data -- whether your customers are businesses or consumers or both -- can be a way to better understand your marketplace, a way of creating better and more informative customer service, and a benchmark for effective ROI. Information collection can also be a headache and a source of concern, both for the consumers that provide it and the organizations that use it.

For most, if not all, organizations, the collection of customer information is not only necessary, it's imperative. Customer data -- whether your customers are businesses or consumers or both -- can be a way to better understand your marketplace, a way of creating better and more informative customer service, and a benchmark for effective ROI. Information collection can also be a headache and a source of concern, both for the consumers that provide it and the organizations that use it.

With this issue of CBR, we set out to take stock of an increasingly important topic: corporate privacy governance. Our contributors this month are amongst the most respected privacy experts in the world of academia and practice. Mary Culnan, Slade Professor of Management and IT at Bentley College, is a leading scholar in both customer and employee privacy research.

With this issue of CBR, we set out to take stock of an increasingly important topic: corporate privacy governance. Our contributors this month are amongst the most respected privacy experts in the world of academia and practice. Mary Culnan, Slade Professor of Management and IT at Bentley College, is a leading scholar in both customer and employee privacy research.

This survey examined trends in corporate privacy governance in 99 organizations. Geographic distribution was worldwide, with 38% of respondents’ organizations based in North America, 24% in Europe, 17% in Australia/Pacific, and the rest in other parts of the world. Organization size varied: 39% of respondent organizations have more than 1,000 employees, 32% have between 100 and 1,000 employees, and the remainder have between 1 and 100 employees.

This survey examined trends in corporate privacy governance in 99 organizations. Geographic distribution was worldwide, with 38% of respondents’ organizations based in North America, 24% in Europe, 17% in Australia/Pacific, and the rest in other parts of the world. Organization size varied: 39% of respondent organizations have more than 1,000 employees, 32% have between 100 and 1,000 employees, and the remainder have between 1 and 100 employees.