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Renaissance or Revolution?
19 February 2015

CSUB442-Renaissance-or-Revolution

Renaissance or Revolution?

An opinion article on CIO.com talks about a “renaissance revolution”, can one really have an event which is a combination of the two?

A renaissance is rebirth and generally applied to culture and learning and is more of an evolution, while revolution is not generally cultured, is more rapid and is a more drastic change.

Perhaps it is possible to have a renaissance revolution, as the role of IT Head is evolving and needs to be reborn to remain relevant, while technology is by its nature more drastic and rapid in how it is changing.  So we have a renaissance person leading the revolution.

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To be effective and relevant technology should no longer be about the hardware and software but how it interrelates with the organisation’s strategies and goals.

The renaissance CIO understands the real power of information technology, the risks involved in its implementation and know how to weave IT into the business for strategic benefits.

Phil Weinzimer in his opinion article talks about four transformation phases to improve a company’s competitive position and spoke with four CIOs who are using information and technology in innovative ways to create new competitive value.

  1. Deliver Commodity and Business Services Exceptionally Well.

Rob Carter, CIO at FedEx, recognized an opportunity to improve the customer corridors that comprise the set of processes used by business units to create customer value. His strategy to compete collectively, manage collaboratively, and operate independently dramatically improved the ability for FedEx business units to work together and provide improved value to customers.

  1. Understand the Business, Focus on User Experiences, and Improve Business Skills of IT Personnel.

Debra Martucci, CIO at Synopsys, hired MBA’s to work with IT vice presidents, directors and key personnel to accomplish three objectives. First, to understand how the Synopsys business fits into the competitive marketplace. Second to help IT personnel understand where customer value is created across the Synopsys value chain. Third, to help IT personnel enhance their business skills to more effectively work in business teams.

  1. Implement Initiatives to Improve Margin (Sales/Cost)

Randy Spratt, CIO and CTO at McKesson, improved the integration process of newly acquired companies because, the faster we integrate, the sooner we will derive the economic benefit.

  1. Leverage Technologies to Innovate Value.

Filippo Passerini, group president, global business services and CIO at P&G is passionate about creating information democracy across the various business units. His digitize, visualize, and simulate strategy changed the business model and helped managers make well-informed business decisions.

Renaissance CIOs recognise the value of knowledge and are evolving to manage the knowledge and exploit its value not only to the company but more importantly the value to their customers.  In the “Age of the Customer” it is imperative to understand their needs faster and more effectively to ensure repeat business and stay ahead of the competition.