This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Notably, the data suggests a trend: elite performers are more inclined to report value to their CEO and business stakeholders, whereas lower performers tend to relay information to no one at all or their CIO/CTO at best. It involves laying out clear assumptions about the expected value a particular initiative will deliver.
Werner Vogels, CTO of Amazon Web Services (AWS), once said, “Dance like nobody is watching. Regional teams used different work methodologies such as Agile, waterfall, and Lean Six Sigma. These circumstances made managing the global product portfolio a challenge. Encrypt like everyone is.”
The most relevant Steering instrument is of course that he can set the financial targets for his reports, his board members like the CTO, CMO and the Commercial VPs. Note: this risk is per definition embedded in several Agile methodologies. Agile gives a lot of power to the developers, the shop floor.).
The most relevant Steering instrument is of course that he can set the financial targets for his reports, his board members like the CTO, CMO and the Commercial VPs. Note: this risk is per definition embedded in several Agile methodologies. Agile gives a lot of power to the developers, the shop floor.).
The most relevant Steering instrument is of course that he can set the financial targets for his reports, his board members like the CTO, CMO and the Commercial VPs. Note: this risk is per definition embedded in several Agile methodologies. Agile gives a lot of power to the developers, the shop floor.).
By Erik Reeves, CTO of Anaqua. The accelerating pace of technological advancement is both unmistakable and inexorable today. These assets are bringing about exciting things in several areas: infrastructure and automation, new technologies, and improved integration of actionable data, analytics, and decision support.
In 2001, a new approach to technologydevelopment was created by a daring group of developers. Called Agile, the process put customers at the center of productdevelopment, encouraged rapid prototyping, and dramatically increased corporate speed and agility. Insight Center. Competing in the Future.
Starting a global engineering operation “essentially doubles the expense for 6-12 months,” says former Informatica CTO, James Markarian. Her vision is that if you invest in grooming budding leaders at offshore locations, you can permanently solve your cost and capacity problems in productdevelopment.
Their productdevelopment teams followed a traditional software development method – called “ Waterfall ” – in which they spent months defining customer requirements and functional specifications, coding the software, and testing it for quality and reliability. They faced a culture clash, however.
If you are an aspiring PM concerned you lack the basic tech skills for the role, you might consider taking online courses such as the renowned Introduction to Computer Science ( CS50 ) course offered by Harvard University or one of the many intro and advanced technology courses offered by The Flatiron School.
Independent reporting – They were independent of core corporate functions like R&D, Marketing, and Business Development. They reported directly to the CTO. Most corporate business functions – new productdevelopment (NPD), quality, sales, R&D, marketing, etc.
And as an HBS white paper points out, even some of today’s most mainstream executives — from the CTO to even the CFO — were once just new positions created to deal with “significant opportunities and risks emerging from technological or social disruptions.” Insight Center. The Future of Operations.
We organize all of the trending information in your field so you don't have to. Join 29,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content