Innovation is Not a Top Down Initiative of the CIO
The broadcast and the print media with a sharp appreciation for the retail has encouraged the industry follow the stride of customer interactions with social media taking the first place and proving to be ‘the vehicle’ for providing relative information to customers. So in a way, the traditional media was heavily relied upon in getting information and in creating better social interactions with the customers. Also, the emergence of predictive and reactive analytics have gone on to be one of those valuable and bankable platforms in understanding the business and majorly in anticipating the demands of the customers.
The enterprise class solution with all its compatibility and powerful traits in security and in customization still has been lacking agility. It is still a great opportunity for the vendors to improve their ability to deliver updates and provide a more fluid flexible way of interaction. For example, Salesforce is a very good mention for software that is comparatively more agile.
Trade Offs have to be Properly Executed
The biggest challenge for a CIO is to facilitate the prioritization of initiatives. A CIOs role has been in leading initiatives that would help drive the organization prioritize in terms of ROI. Proper tradeoffs are to be considered because of the wealth of initiatives that are more likely to be carted in terms of strategic planning and visibility into strategic initiatives. This provides a head start in keeping up with the organizational chart and getting things done under time which has been as constant struggle for most of the IT organizations today. The economy has also been very challenging in the retail industry even for the biggest of the players with your traditional bricks and mortar retailers struggling to get through in terms of cost unlike that of a virtual organization like amazon.
There is no one better than a CIO in fostering innovation to be able to create and determine where innovation can be embraced and valued. Innovation comes from spending a lot of time in the stores and hearing what can help make the company better. We are 80 percent deployed with a new storage system that is equipped with a lot of capabilities like the point of sales system, inventory management and with the CRM capabilities.
Moreover, there are a number of very powerful innovations that are the outcomes from the pain points we had in our store. This in turn makes lives of our associates better in turn serving our customers better. Expecting innovation is good, and providing people the opportunity to try on something and fail is even better. Innovation has to emanate from all parts of the organization and not be a top down initiative of the CIO.
Why It's Time to Move on from "IT"
Why is the cloud better the second time around?
Re-examining Your Data Center Strategy? Five Questions to Consider
Utilizing Technology Accelerator Methodology to Deliver Validated Oracle Argus Cloud in Record Time
By Nancy S. Wolk, CIO, Alcoa - Global Business Services
By John Kamin, EVP and CIO, Old National Bancorp
By Gregg T. Martin, VP & CIO, Arnot Health
By Elliot Garbus, VP-IoT Solutions Group & GM-Automotive...
By Bryson Koehler, EVP & CIO, The Weather Company, an IBM...
By Gregory Morrison, SVP & CIO, Cox Enterprises
By Adrian Mebane, VP-Global Ethics & Compliance, The Hershey...
By Lowell Gilvin, Chief Process Officer, Jabil
By Dennis Hodges, CIO, Inteva Products
By Gerri Martin-Flickinger, CIO, Adobe Systems
By Walter Carvalho, VP& Corporate CIO, Carnival Corporation
By Mary Alice Annecharico, SVP & CIO, Henry Ford Health System
By Bernd Schlotter, President of Services, Unify
By Bob Fecteau, CIO, SAIC
By Kushagra Vaid, GM, Server Engineering, Microsoft
By Steve Beason, Enterprise CTO, Scientific Games
By Steve Bein, VP-GIS, Michael Baker International
By Jason Alan Snyder, CTO, Momentum Worldwide
By Jim Whitehurst, CEO, Red Hat
By Alberto Ruocco, CIO, American Electric Power