Podcasts about for cios

For CIOs, perhaps the most important objective is to provide a great experience for clinicians “without overloading on technology,” according to Michael Carr. In this interview, he talked about the bold initiatives at Health First that he hopes will move the organization toward that goal, and what it means to be a high-reliability organization. Source: Q&A with Health First VP and CIO Michael Carr: “Don’t Create Roadblocks.” on healthsystemcio.com - healthsystemCIO.com is the sole online-only publication dedicated to exclusively and comprehensively serving the information needs of healthcare CIOs.

Episode highlights:Critical differences between AI and generative AI (05:11 - 06:24)Four AI topics CIOs must prioritize when educating teams (06:36 - 08:07) Why AI literacy is starkly different from typical tech-training (08:25 - 11:08)How to tailor AI education for non-technical employees and executives (11:52 - 15:05)How to solve common challenges when rolling out an AI literacy program (16:01 - 20:00)Three steps to launch your AI literacy program (20:30 - 23:17)AI experimentation is rapidly scaling to implementation across the enterprise. For CIOs, developing a comprehensive AI literacy initiative throughout the organization is now a tactical and strategic imperative.Erick Brethenoux is Gartner's Artificial Intelligence Chief of Research. He specializes in AI techniques, decision intelligence and applied cognitive computing. Erick guides organizations on the strategic, organizational and technology aspects of using AI as a driving force for growth. In particular, his research focuses on the operationalization of AI techniques and practices, AI engineering, and next-generation decision intelligence systems.

A digital adoption platform (DAP) is a software layer integrated on top of another software application or website to guide users through tasks and functions. Digital adoption platforms aim to help new users quickly learn how to interact with a website or application or assist returning users in learning newly added functionality. This improves onboarding for new users and drives the adoption of new features that may otherwise go ignored.These tools are also commonly used to train new employees on software used in-house. Some DAP offerings are made specifically for other popular software applications, with companies making multiple DAPs tailored for certain products. However, many digital adoption platforms are customizable and can integrate over any application necessary. Because of this, digital adoption platforms are also a popular customer self-service software option.Joining us today on PodChats for FutureCIO is Vivek Behl, digital adoption officer from WalkMe to share his perspective on Overcoming resistance to digital transformation adoption.Vivek, welcome to PodChats for FutureCIO.1.       Organisations going through digital transformation are not necessarily achieving desired outcomes, with some unwilling to adopt a new way of doing work. What's the rationale for that? 2.      Can a digital adoption platform be applied to greenfield applications and existing applications?3.      In your experience, what drives an organisation to incorporate a DAP into its tech stack? Is it the organisation's intention to digitally transform, or is it implemented upon hindsight when organisations realise that both existing and new employees are not adapting to their existing work applications?4.      In implementing a DAP, we're effectively introducing a new layer of software on top, doesn't that introduce latency in terms of how the application performs and the backend? 5.      Identify some of the most common challenges in terms of matching expectations with the realities when it comes to implementing the DAP and executing the digital adoption plan.  6.      Beyond the alignment session that you mentioned as part of the process for onboarding the digital adoption platform. Can you name any other best practices for ensuring a successful adoption of the DAP?7.      For CIOs trying to decide on the digital solution or approach to take, what questions should they be asking?

Generative AI offers transformational potential for the enterprise. From improving employee engagement and customer experience to optimizing IT operations, these innovative tools are changing the business landscape. For CIOs, charting the right steps to seize unprecedented opportunities and recognize inherent risks is essential for capitalizing on this exciting technology. Distinguished Vice President Analyst Arun Chandrasekaran joins CIO Mind Podcast host Eyad Tachwali to talk about generative AI's impact on enterprises, its risks and what this technology means for enterprises in the near future. How is your organization harnessing or intending to use generative AI? We're eager to hear your experiences and strategies. Join the conversation in our Peer Community.Arun Chandrasekaran is a Distinguished Vice President, Analyst at Gartner, where his research focus is on providing strategic advice to CTOs and CIOs on how to spur technology innovation within enterprise IT. He is part of the core team that analyzes emerging technology trends and creates the annual Gartner top strategic technology trends research. Arun's focus areas involve emerging trends in AI, including generative AI, public cloud and cloud-native architectures.What are some of the actionable use cases for generative AI? (2:53)What kind of risks should CIOs be mindful of as they plan their generative AI pilots? How can they mitigate these risks? (9:09)What skills or technology should a company have to make the most out of generative AI? (16:47)As a CIO, what are the top three key messages I need to communicate to my CEO and board of directors about generative AI? (18:19)GPT-4 and AutoGPT: What do they mean for the enterprise? Where is this technology headed? (19:52)

Gartner says businesses are challenged to bring value and innovation wherever their customers are. For CIOs and infrastructure and operations (I&O) leaders the focus is on enhancing customer experiences and developing staff and skills while building and operating resilient, sustainable, secure, and scalable platforms and systems.With CIOs under pressure to innovate while keeping the lights on, how should I&O leaders channel the software development team to support innovation goals while meeting commitments around sustainability, lowering costs and staying secure/compliant?Joining us today on PodChats for FutureCIO is Kai Yuan Neo (Kai), CEO, Rocket Academy.1.       What does software development look like in 2023?2.       Name 3 trends that will have the most significant long-term impact on software development.3.       [Depending on #2] low-code/no-code, embedded or AI-assisted DevOps, monoliths move to containers a.       How is Generated-AI altering in-house software development?                                                   i.      What is driving this trend? (remote work, cloud/multi-cloud/hybrid, security, governance)b.       Do you see the lack of in-house skills/expertise as impairing the ability of organisations to innovate?c.       What would the next evolution of software development, and what derail the above trend?4.       Name three effective strategies for evaluating software engineering candidates?

For CIOs, one of the biggest challenges is balancing the day-to-day tasks while also fostering digital growth. But these don't have to be mutually exclusive, said Luke Olenoski of Main Line Health during a recent interview – and actually, they shouldn't be. Source: Q&A with Main Line Health SVP & CIO Luke Olenoski: “You Grow the Most When You’re Uncomfortable” on healthsystemcio.com - healthsystemCIO.com is the sole online-only publication dedicated to exclusively and comprehensively serving the information needs of healthcare CIOs.

Everything is now digitized, and businesses are expected to be available 24/7. Unfortunately, in this digital-first world, traditional enterprise architectures have hindered businesses' ability to keep pace with changing needs and requirements. The rigid framework that governs how applications are developed, delivered, secured, and integrated limits businesses' ability to progress further into the digital era. This rigid framework was created before the widespread adoption of the internet and the era of digitization we find ourselves in today. It defines how data should be stored, accessed, and governed, and it constrains infrastructure to aging standards. It makes assumptions about applications and their interactions, and about the nature of their users. For CIOs and IT leaders to successfully navigate the second phase of digital transformation, they must first identify key technologies and capabilities critical to enabling businesses to progress into the third and final phase of digital transformation. To reach the third phase of transformation, businesses need a new enterprise architecture that enables them to adapt to changing needs and requirements across all key components: data, applications, infrastructure, and security. They must also add architectural concepts to address the growing dependence on telemetry and automation that is enabling business to become truly digital. This new architecture must be a digital enterprise architecture, designed to be efficient, scalable, secure, and able to adapt to changing needs. The digital enterprise architecture must include the ability to deliver applications in a distributed model that includes private and public clouds, data centers, and edge computing. It should also expand and scale digital operations by adopting site reliability engineering (SRE) operational practices to align technology with business outcomes. The architecture should take advantage of AI and analytics in both IT and lines of business by reimagining data architectures and governance to adapt to the convergence of operational technology (OT) and IT. Furthermore, it should operate securely at scale by incorporating security as a key component in every aspect of the digital business and embracing app delivery as a core disciplinary domain. Geng Lin, Executive Vice President and Chief Technology Officer at F5, joins me on today's edition of Tech Talks Daily. Listen in as we discuss all this and much more. Sponsored VPN Offer https://www.piavpn.com/techtalksdaily

For CIOs, one of the most important skillsets is being able to articulate the organization's vision and find people “who can deliver results,” said Rich Rogers. In this podcast, he also talked about what it takes to standardize care processes and transform vendor relationships. Source: Q&A with CIO Rich Rogers, Part 2: “Find what motivates individuals and get them involved.” on healthsystemcio.com - healthsystemCIO.com is the sole online-only publication dedicated to exclusively and comprehensively serving the information needs of healthcare CIOs.

Making supply chain investments such as factory capacity and inventory from historical performance rather than an understanding of future trends can spell disaster.A Gartner survey found that 70% of respondents don't look beyond three years when developing a vision for their digital supply chain roadmaps. And who can blame them when uncertainty and unpredictability are the norms. How do you plan for a cloudy future – where even which technologies will emerge as critical to an organisation's business is unclear?In this PodChats for FutureCIO, Alessandro Piscini, founder and Co-CEO, CREA, shares his perspectives on the developing trends around the digital supply chain for retailers and e-commerce.1.       It is 2022, how has the supply chain ecosystem changed since the start of the pandemic till today? 2.       When viewed end-to-end, how have supply chain participants – manufacturers, logistics and warehousing, retailers, and consumers – responded to the pandemic? 3.       3 years into the pandemic, we continue to see disruptions in the supply chain. Why is that?4.        For CIOs and heads of technology, how should they re-architect their technology strategy and roadmap to reflect the continuing uncertainties, geopolitical volatility and emerging technologies, to enhance business resilience?5.       Focusing on IT specifically, what are three key challenges facing CIOs in their quest to enhance business/operational resilience?7.       What do you recommend CIOs and members of the C-suite take to solve these challenges?

The journey to cloud is not the same for everyone. In fact, for some, it can be a grueling and daunting process. For CIOs and CTOs of century-year-old companies, they are burdened by server after server piling up and as they tackle the obstacle of migrating data to the cloud. Meanwhile, peers at digitally-native companies, born in the cloud, use their agility and ease of scale to soar past their old-school brethren. So what’s a legacy company to do?“The reality in the environment is that there are all stages of software in these companies and disentangling that and figuring out how to move to the cloud is a journey. And that's the thing where we're really excited about being able to help with at least kind of taking care of the infrastructure pieces. So CIOs and CTOs can focus on the application layers and not really have to worry about how the infrastructure gets operated.”  19:37That’s Preeti Somal, Vice President of Engineering at HashiCorp, a company constructed on the idea of building open-source communities to help users quickly implement the infrastructure necessary to run cloud applications. On this episode of IT Visionaries, Preeti unpacks how open-source tools are helping customers get to the cloud faster, how hybrid cloud models have evolved over the years, and more. Main TakeawaysAll Shapes and Sizes: There is not a one-size-fits-all method for companies trying to move to the cloud, but cloud adoption has been driven by organizations prioritizing the ability to quickly add applications and implement them within their network.Building a Secure Environment: The shift to operating in the cloud requires a different approach to security. Instead of focusing on a secure network perimeter with the assumption of trust, you must shift your focus to securing the infrastructure and application services themselves through a trusted source of identity managementBuilding a Remote-First Team: When you’re building a remote-first team, you have to be intentional about how you document your process so when you scale, your team members will have a complete understanding of the workflow.IT Visionaries is brought to you by the Salesforce Platform - the #1 cloud platform for digital transformation of every experience. Build connected experiences, empower every employee, and deliver continuous innovation - with the customer at the center of everything you do. Learn more at salesforce.com/platform

In 2020 the buzzword became “pivot…” For CIOs that meant figuring out how to pivot to a remote environment and examining if they had the analytics to change their business model, channels, and markets as the world began to change at a faster rate.  As COVID-19 accelerates digital agendas and amplifies challenges, industry leaders will continue to have to have conversations around adaptation. In this episode of QATalks, host Logan Lyles is joined by Martha Heller, CEO at Heller Search Associates, and Pradeep Govindasamy, CTO & President at Cigniti Technologies. The trio discusses…  The immediate impacts of COVID-19 on CIOs. 3 phases of CIO priority: security, analytics, and digital agendas.  Remote workforce challenges related to cybersecurity and product quality.  The CIO staffing crisis and the democratization of IT. This post is based on a QATalks podcast with Dhanushka Ranganath. To hear this episode, and many more like it, you can subscribe to QATalks here or on Apple Podcasts.

The nature of business is changing in digital transformation. Conversations around central versus decentralization are also changing from being an expense to a competitive advantage. For CIOs and other leaders, it’s time to take notice.Jim Maclennan, a strategic consultant on digital transformation, has spent his career helping organizations understand the concepts of digital business and how to put them into action. An organization must define how it creates value in order to strategically plan digital business strategies. Maclennan shares his knowledge of how to determine this value, how central and decentralization can help solve problems and where the next wave of IT impact is heading in the future on this week’s episode.Key Takeaways:Centralizing or decentralizing depends on the mission and the core existence of what the company is.The definition of company value is found in co-creation with stakeholders.The next wave of IT impact will probably be something in AI, changing the nature of knowledge itself.Maclennan recently published a book entitled, “Don’t Think So Much,” which focuses more on this topic. Listeners can find his book and learn more about him and his company, Maker Turtle, on his website, MakerTurtle.com.

My guest today is Kelley Steven-Waiss. This is a woman who's really at the pinnacle of her career. What I love is that, as a leader, you will be able to see how Kelley is dealing with the human resource issues that we're facing in the marketplace. That both of the skilled resource challenges, being able to find talent and train talent, and how you create engagement and a culture that is both powerful and profitable, and  embraces the new workforce all the way from the oldest generation – to the youngest in the workforce. Kelley does this right now at HERE technologies, a multiple thousand-user organization. She's done that with Extreme Networks, Integrated Device Technology, and PMC-Sierra. She has been responsible for global human capital and human resource strategies for all of those companies. Kelley is also on the board of FormFactor, which is a publicly traded company in California, as well as being the chair of the Advisory Board of Silicon Valley Education Foundation. Kelley is incredibly accomplished. Something I know you're going to enjoy hearing about is her innovation within Hitch, an endeavor within the HERE technologies umbrella. Kelley founded and solved a problem using AI and machine learning to find and source talent within her organization. Now, it's actually generating revenue and is being sold to other companies as well. In my CIO Innovation Forum group, we often talk about the innovation mindset and how we're doing this within our organizations. Kelley is a perfect example of this. How she brought in an idea to solve a problem within her own organization - and now it's available for sale and purchase to others. Kelley has co-authored a new book with Edie Goldberg called, The Inside Gig: How Sharing Untapped Talent Across Boundaries Unleashes Organizational Capacity. The book is scheduled for release in April 2020, but is available for pre-order now. Kelley has this abundance mindset. One of the things she’s doing through this book is coaching leaders to look at the availability of talent from within their organizations and reverse a scarcity mindset by looking at this abundance of talent that they already have. We've taken on these exponential technologies that give us the ability to have 10x growth, but we have to lead a different way. We have to lead from an abundance mindset, one in which we approach workers from a different perspective - not a command and control, but from understanding worker's whole selves because that creates a unlock and it creates a shift in a powerful change in the leadership paradigm. So, we cover a lot of ground in this conversation and you're going to find valuable nuggets and snippets throughout. I'm really looking forward to getting feedback from all of you. I want to welcome you to my conversation with Kelley Steven-Waiss. What I think you will like about my conversation with Kelley is that she will give you a window into where you have to adjust your thinking related to: Multiple generations of workers co-existing Leadership and serving your workers needs How to encourage people to bring their Whole Selves to work and the power this enables within your workforce versus (just get the work done) She discusses what has shifted and the powerful unlock into a new leadership paradigm For CIOs, especially with the talent squeeze globally, pay attention to elements of our conversation The powerful story of how she founded Hitch, a talent Opportunity & Mobility platform that creates an internal marketplace for employees to find and discover opportunities so that the business can source talent from within. From a top CHRO's perspective, the most critical skills that you must insure that your kids have to prepare them for the modern economy. How you can go sideways yet still go forward About Kelley Steven-Waiss Kelley Steven-Waiss is Chief Human Resources Officer at HERE Technologies, overseeing the company’s human resource management and talent strategy. Kelley has more than 25 years of executive management experience in human resources, change management, and corporate communications. She started an incubator while at HERE to develop a talent mobility solution called Hitch, a cloud-based SaaS software, which uses machine learning and AI to match project-based opportunities to internal employee profiles based on visualization of employees’ skills. Prior to joining HERE, Kelley was Executive Vice President of Worldwide Human Resources for Extreme Networks, responsible for the company’s global human capital strategies. Before that she held numerous executive management, including at Integrated Device Technology (IDT) and PMC-Sierra, as well as consulting positions in large global consulting, public software and retail companies. Kelley earned her MA in Human Resources and Organizational Development from the University of San Francisco, and a BA in Journalism from the University of Arizona. She sits on the board of Form Factor, a Silicon Valley public semiconductor company, and is Chairman of the Advisory Board for Silicon Valley Education Foundation (SVEF). She is married and the mother of four children. How to get in touch with Kelley Steven-Waiss

Today, my guest is Shannon Emmons, Senior Product Manager at SonicWall. It was great having Shannon talk with our CIO and Lieutenant community. She is the top person for managing the product development of the Cloud App Security line with SonicWall From a security strategy perspective, the importance of a platform for security threat management, blocking, detection and response, as it relates to SaaS apps and your data, has never been more important. This can't be understated as more and more of your business applications are moved to the cloud and Securing Office 365, OneDrive, G Suite, Box, Dropbox, and other SaaS apps take on a higher and higher priority. I was eager to talk with Shannon and I was lucky to catch up with her after our Cloud and Email Kill Chain Defense Innovation lunch event. Here are some of the key questions we discussed: Key Questions We Discussed: Why should you care about multiple log-ins? What is your strategy when you have multiple users who are not based at headquarters? What about Machine Learning? If we want a single-pane-of-glass, should we disable Microsoft? – And, why is layered security key? Can you guarantee that files are only scanned in the USA? (for export control) Can you pick your databases? Does CASB track successful and unsuccessful logins? Do you need to have other SonicWall products to use SWCAS? If you use Azure AD for permission, can you apply PIM for elevated access? For data compliance, what protection do you use for secured data? Cloud App Security | What you will learn from this interview Data Stored in the Cloud is the Customer’s Responsibility and not the cloud vendor. Why default SaaS app security controls are not enough? What’s in your cloud? How to regain visibility and control of your SaaS email, apps and data with a holistic approach. How does the security actually work with Office365, Box, Dropbox and G Suite? How to protect against account takeovers (ATO), insider threats, and compromised credentials theft. The importance of API based security. The difference between a CASB and CAS. For CIOs, I believe that choosing the correct security platform vendor has never been more important! About Shannon Emmons Shannon Emmons is a Senior Product Manager at SonicWall, the global, network security leader delivering automated real-time breach detection and prevention that keeps small and medium-sized businesses, enterprises and governments safe from cyber threats. Shannon focuses on protecting SaaS email with data compiled from more than one million sensors around the globe to defend against today’s most sophisticated cyber threats. She is a customer focused, product leader who previously spent 14 years at McAfee where she concentrated on cyber threat visibility and remediation through management platforms. Emmons is a 16-year cybersecurity veteran, and 13-year CISSP. Read the Full Transcript Here How to connect with Shannon Emmons LinkedIn Resources & Links: Earlier this year, I interviewed Shannon’s colleague, Dmitriy Ayrapetov, Executive Director of Product Management at SonicWall. In this episode, we discuss cutting-edge strategies with security: sandboxing, block until verdict, remediation and roll back. You can listen to my podcast with Dmitriy here. This episode is sponsored by the CIO Innovation Insider Forum, dedicated to Business Digital Leaders who want to be a part of 20% of the planet and help their businesses win with innovation and transformation. I hope you enjoyed this program and my interview with Shannon Emmons. You can go to the show notes to get more information about Shannon and what we discussed in this episode. You’ll find the show notes at redzonetech.net/podcasts. Until next time. I’m signing off. Thank you and have a great day!  If you are interested in learning more about RedZone and our security expertise in particular related to Cloud and Email Security Kill Chain Strategy, Techniques and Tactics you can email cloudkill@redzonetech.net. Credits: * Outro music provided by Ben’s Sound Other Ways To Listen to the Podcast iTunes | Libsyn | Soundcloud | RSS | LinkedIn Leave a Review If you enjoyed this episode, then please consider leaving an iTunes review here Click here for instructions on how to leave an iTunes review if you’re doing this for the first time. About Bill Murphy Bill Murphy is a world renowned IT Security Expert dedicated to your success as an IT business leader. Follow Bill on LinkedIn and Twitter.

As we enter a new era of distributed computing -- and of big data, in the form of machine and deep learning -- storage becomes (even more) important. It might not be sexy, but storage is what makes the internet and cloud computing go round and round: "Without storage, we wouldn't have databases; without databases, we wouldn't have big data; we wouldn't have analytics ... we wouldn't have anything because information needs to be stored, and it needs to be retrieved." This is especially complicated by the fact that more and more computing is happening at the edge, as with autonomous car sensing. Clearly, storage is important. But now it's also undergoing a renaissance as it becomes faster, cheaper, and more in-memory. What does this mean for all the big players in the storage ecosystem? For CIOs and IT departments? For any company competing on data, whether it's in analyzing it or owning it? And for that matter: What is data, really? Beyond the existential questions, this episode of the a16z Podcast -- with a16z partner Peter Levine; Alluxio (formerly Tachyon) founder and CEO Haoyuan Li (“HY”); and storage industry analyst Mike Matchett of The Taneja Group -- covers all this and more. It even tries to make storage, er, great again.

The challenge for many CIOs is that Board discussions regarding IT Security still lack a common language and toolset with which to accurately convey the security profile of the organization. CFOs, on the other hand, have numerous commonly accepted tools they can use to present the financial health of the organization and drill down to any level of detail. Using a common lexicon, they can even compare data over a monthly or yearly basis to provide a clear picture of progress, or lack of it. The data is trusted. The tools are trusted. The CFO is trusted. Until recently, CIOs have had to struggle to build the same level of trust with the Board because there was no comparable reporting system for IT Security. As a result, CIOs could easily get caught up in the latest shiny toys or distraction-of-the month discussions with individual Board members and fail to address IT Security threats. For CIOs, the consequences included mission failure and personal failure. In this podcast, I explore the challenges and opportunities CIOs face when they present security issues to the Board. With challenges come opportunities. The opportunities are created when CIOs understand the critical role they play in distilling the complexities of IT Security and coaching the Board. These activities build trust, and once achieved, drive investment decisions that protect the business. Getting to that point is the topic of this episode.   How to get in touch with Bill Murphy LinkedIn Twitter billm@redzonetech.net This episode is sponsored by the CIO Scoreboard, a powerful tool that helps you communicate the status of your IT Security program visually in just a few minutes. Other Ways to Listen to the Podcast iTunes | Libsyn | Soundcloud | RSS | LinkedIn Leave a Review If you enjoyed this episode, then please consider leaving an iTunes review here Click here for instructions on how to leave an iTunes review if you're doing this for the first time. About Bill Murphy Bill Murphy is a world renowned IT Security Expert dedicated to your success as an IT business leader. Follow Bill on LinkedIn and Twitter. Credits: * Outro music provided by Ben’s Sound

A look at industry innovation and what’s next for CIOs. This year’s Realcomm attendees are three times as much as it was three years ago. Concepts that were out on the edge then, such as convergence on IP networks of building, equipment, machinery, lighting, life safety systems, it’s all coming and are unavoidable. Joel Manfredo welcomes it and thinks it’s about time. For CIOs, he predicts that what’s next for them is that they should understand the building automation area.