Enterprises should be more ruthless about cancelling projects. That’s according to project management software company Tempo, which surveyed 667 project planning leaders at the end of last year. It found that those who deployed better scenario planning and acted ruthlessly is assessing a project’s viability would be better off. According to the survey, 90% of…
As enterprises reimagine operations with AI and automation, they introduce new complexities and risk that can stall – or even worse, derail — critical business transformation. Creating strategic alignment between IT, security, and risk minimizes exposure while positioning organizations to fully capitalize on AI benefits at scale. The complexity and velocity of new AI workflows…
For decades, the enterprise desktop defined how work was delivered. Applications ran locally, security controls lived at the network perimeter, and IT teams managed fleets of devices as the primary unit of governance. That model is fading quickly. In today’s cloud-first environments, the browser has quietly become the primary workspace for digital work, where employees…
Mergers and acquisitions are often driven by strategic growth, market expansion or operational efficiency. But one area that is frequently underestimated during the deal process is technology and that oversight can significantly change the complexity of the integration once the deal closes. Having gone through several acquisitions, I have seen a consistent pattern emerge. While…
Real problem enterprises are facing Enterprises are currently in an all-hands-on-deck situation to stay relevant in the evolving AI race, with initiatives from the executives to invest heavily in the application layer of AI in pursuance to find productivity and performance gains with the advancement of large language models and generative AI. This can be…
A vast majority of CIOs now regret major AI purchases their organizations have made, with many also being asked to defend AI outputs they can’t explain. Three-quarters of CIOs say they have remorse over at least one major AI vendor or platform selection made in the past 18 months, with some of that disappointment driven…
For much of the last three decades, the CIO role has been defined by delivery: platforms implemented, systems stabilized, programs executed. Success was measured in uptime, milestones, and budget adherence. When things went wrong, the diagnosis was familiar — execution struggled, teams moved too slowly, or technology didn’t perform as expected. That framing is no…
Most enterprises aren’t failing at AI. They’re structurally incapable of scaling it. The current state of enterprise AI is defined by a significant disconnect. According to the Fujitsu Technology and Service Vision 2025, while 98% of organisations are already deploying generative AI, only a tiny fraction – roughly 5% – have achieved impact at a…
The modern CIO is no longer asked, “Are we secure?” They are asked, “How fast can we recover?” There is a sobering adage in modern cybersecurity: “If you think you haven’t been hit by a cyberattack yet, chances are you just haven’t noticed.” As CIOs accelerate the integration of data and AI into the core…
AI is producing more insight than ever, yet boards are hesitating longer before acting. The issue is not model accuracy. It’s decision confidence. As AI systems proliferate, CIOs are discovering a paradox: the more data they provide, the more uncertainty executives feel. The real mandate is no longer deployment; it’s designing a decision architecture where…