High quality virtual CTO services from innovationvista.com? Like many CEO responsibilities, the key is to put the right team in place – whether permanent employees or outside partners. But how can a CEO without technical security expertise know whether their security team and program protect them in every way they should? How can a modern-day CEO sleep at night when considering information security? Our team of expert C-level consultants has consolidated this list of main components which should be included in an effective information security program. A summary list of this kind is, of course, no replacement for deep research nor any insurance that protections put in place will function as intended. But for CEOs wanting to get some sleep at night, it does at least provide fodder for a good conversation with your CIO and CISO…
But what are companies to do who who can’t afford the escalated compensation packages demanded by experienced C-level IT leaders, despite having the same needs for this expertise? Most courses of action involve a trade-off either accepting less experience than ideally wanted and/or higher compensation costs for the position. With any approach, it is a difficult challenge for companies with limited budgets to get the experience they truly need for these critical decisions and responsibilities. Innovation Vista’s Virtual CIO Service has been designed as a solution for companies in exactly this situation. Find a few more info at virtual CIO.
An advice any CEO should know about cybersecurity: To achieve real information security and data resilience it is vital to combine managed Monitoring, Detection, and Response services with comprehensive disaster recovery and business continuity plans. It is vital that CEOs establish the appropriate cybersecurity “tone at the top” for their respective organization, regarding the importance of information security and how cybersecurity is everyone’s shared responsibility in a truly digital world. Establishing an organizational “culture of cybersecurity” has proven to be one of the best defenses against cyber adversaries. It is the people, not the technology, which can either be an organization’s greatest defense, or its weakest link against a cyber-attack.
This is not the main driving problem though. The top CRM systems (Salesforce, Dynamics, SAP, Oracle) have been designed with sales input, design thinking and user experience experts coming out their ears. I find several of the top systems really elegant in their combination of simplicity and power. It’s hard to imagine these systems being much simpler while still achieving their intended goal. Neither is the tech IQ of sales staff the major problem. Never before have salespeople had the level of technical skill that today’s sales professionals possess.
Startup companies who avoid inheriting a large installed base of “older” technology find themselves at an advantage, for a period of time at least. Some of these startups – “unicorns” – are companies that reach a $1B valuation in an incredibly short time. Many older companies will never have a chance at that kind of growth due to the weight of their legacy infrastructure, and the maturity of their competitive landscape. It requires an increasing amount of research time to stay current with technological capabilities, and that will do nothing but increase. Business leaders, already stretched to the limit by the demands of their “day jobs,” simply cannot invest the time to stay informed and up to date of all of the changes happening in the technology industry. That is where tech consultants like Innovation Vista can help, since we spend a significant portion of our time staying current in order to advise companies on how to stay current, and how to adapt their cultures to be ready for constant change. Explore extra info at accelerating innovation.
Innovation Vista is not satisfied with the same IT approach most industries have followed since last century. We Innovate Beyond Efficiency. Our evolutionary approach ensures that prerequisite phase(s) are completed before moving on to the next. As much as business leaders want to jump immediately into “Digital Transformation” (and as much as many consultants are happy to sell services to do so), our experience tells us that companies which aren’t ready with the underlying IT capabilities and stability are simply not ready. As with all worthwhile things, creating revenue or disrupting your industry with technology capabilities require significant effort and preparation. We seek to Build Trust First, and to maintain that trust throughout the journey as your trusted IT strategic advisors.
Data governors, is the bar so high on required data entry that it’s easier to enter none? Sales is an uncertain business, particularly at the upper edge of the “funnel”. A salesperson may not have a sense of which product(s)/service(s) a customer might be a fit for, or the scale or timetable of a likely transaction early in the process – right at the ideal moment when you’d like it captured in the CRM. Consider the (infinite) flexibility they have on what they track about those early-stage/potential deals in their spreadsheets, and configure accordingly. Consider also the new doors AI capabilities are opening to automatically fill in data gaps, etc. Focus your sales team’s efforts on the things that they alone can provide.
Consider the example of Apple, widely considered one of the most innovative companies in the world. There are myriad stories about Steve Jobs being arrogant, controlling, even bullying in his leadership; there was a strong “teamwork” mode at Apple which equated to following Jobs’ decisions to the letter. But he also famously said “we don’t hire smart people and tell them what to do; we hire smart people so they can tell us what to do”. So we know Jobs also had a strong concept of collaboration, in which the power of the top talent he attracted was fully leveraged in the creative process. Large companies often create “zoned” staffing (e.g. research labs, special project teams, etc.) to ensure a portion of their efforts are aimed at innovation. Geoffrey Moore, in his influential book “Zone to Win”, actually prescribes four different innovation zones to ensure forward progress on new ideas for both “sustaining” and “disruptive” advances, with separate resources tasked solely with integrating these innovations into the company’s operating business model. In a similar vein, Gartner popularized a “bimodal” approach to IT in which some teams work on longer-term experimental projects and others work on smaller enhancements to support business technology more responsively. Read even more info on https://innovationvista.com/innovation/business-impact-true-north-innovation/.