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Toyota transforms IT service desk with gen AI

CIO Business Intelligence

He’s also a big believer in the agile DevOps concept of “shifting left” when it comes to technology — performing testing and evaluation early in the development process, generally before code is written — and “shifting right” when it concerns talent, where his vision for eliminating Toyota’s service desk is an example. “A

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Project management: Tips, tools, best practices

CIO Business Intelligence

There are many, often overlapping approaches to managing projects, the most popular of which are waterfall, agile, hybrid, critical path method, and critical chain project management , among others. increased agility when adapting to other initiatives or changes within an organization.

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Using the Cloud as a Tool to Achieve Business Goals

CIO Business Intelligence

Cloud has become a key enabler for organizations to develop, grow and compete in today’s marketplace and can bring speed, agility, resilience and visibility. Enterprise transformation demands change management and navigating skillsets so employees can operate with confidence and evolve with the business. Watch Costs.

Cloud 52
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Change as an Ongoing Capability

Future of CIO

Change Management' itself has become a subject of self-sustaining change, due to the evolution of social media and rapid advances in communications management/ empowerment of the masses. Change platform approach makes sense: A culture that enables constant improvement is the most valuable change engine you can build.

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Modern EA’s Value Propositions

Future of CIO

In the blog: [link] ine-enterprise-architecture-re.html , we pointed out some 20 th century EA’s crucial problems such as lack of clear definition, lack of prioritization and lower level of maturity; ivory tower approach, fragmentation, and over-complexity. The modern EA could deliver the following value propositions and beyond: 1.

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Five Steps to Customer - Centricity

Future of CIO

Too often, the customer-centric effort is layered on top of the ‘REAL’ work so the customer mantra pales in comparison to the rigor of other areas of the operation where there is measurable clarity of what needs to be done, by when and by whom.