CIO Talk Network

Guest 1: William G. Halnon

Title: Chief Information Officer and Senior Vice President of Republic Services Inc.

Guest 2: James M. Spitze

Title: Executive Director, Fisher CIO Leadership Program Institute for Business Innovation, Haas Business School, University of California

An M&A situation can be a strategic opportunity for an IT leader to build a new IT organization. While some people will end up leaving, a new IT leader will emerge, either from one of the companies involved or from outside. How does this CIO of the new combined company go about putting together his new "cabinet" of advisors and right hand men?

Guest 1: Tim Cook

Title: Co-lead Information Officers Practice in the UK,Russell Reynolds

Guest 2: Allan Hackney

Title: SVP & Chief Information Officer, John Hancock Financial Services

If there are maturity models for the technology paradigms IT leaders adopt, wouldn’t it be possible to develop a maturity model for IT Leadership as well? That is, an IT Leadership maturity model that would help CIOs and their lieutenants to measure their current state and chart a path forward for them to improve and become more successful and effective. What would such a maturity model look like? How realistic is it to expect humans to follow a structured path like a maturity model, in order to acquire the competencies and experience suggested by such models? Could a “one size fits all” standard maturity model be created?

Guest 1: Robert S. Allen

Title: VP and CISO, CNA

Guest 2: Dan Blum

Title: VP and Distinguished Analyst, Gartner

Guest 3: Alan Levine

Title: Global CISO, Alcoa Inc.

Today, organizations are outsourcing more and more of their IT applications, systems, and infrastructure, and moving to the cloud. But can their IT leaders depend solely on the vendors’ promises and contract agreements about delivering these services securely? It’s one thing to articulate security concerns but another to live with risks, including job loss, which could arise while someone external has control of these services. How can IT leaders secure these extensions to their IT departments? What has been tried? What has worked or not worked?

Guest 1: Charles Costa

Title: head of Global Technology and Operations and Chief Information Officer, J.P. Morgan Asset Management

Guest 2: Dr. Michael Chui

Title: Senior Fellow with the McKinsey Global Institute

While Bi and Analytics are not relatively new concepts for financial services organizations, based on rapidly changing business models, shifting regulatory reforms, the expansion into new markets, and continaully morphing risk management needs, would using just “traditional” BI cut it? Is Big Data a good answer? Is there a compelling business case to escalate from traditional BI to Big Data? What have financial organizations tried with respect to BI transformation and Big Data adoption, in order to meet the new needs of clients?