Tag Archives: enterprise

How to get a job in healthcare IT

How to get a job in healthcare IT
Electronic records. Digital and wireless medical devices. Healthcare reform. Aging population. All signs point to healthcare as a stable, long-term choice for IT careers.

Looking for an industry with long-term stability for your IT career? There’s probably no safer bet than healthcare. Redwood City, Calif.-based recruiting firm Robert Half Technology tracked the top five fastest-growing industries in the United States in nine separate regions in 2012; in seven of the nine regions, healthcare ranked first or second, and it was third in the other two regions. And in four of those regions, the associated industry of medical technology showed up as well.

Likewise, in its 2012 survey, the College of Healthcare Information Management Executives reported that average salaries for senior healthcare IT positions ranged from $128,193 for directors of IS or IT up to $310,326 for CIOs. (According to Salary.com, the comparative average salary across all IT verticals is higher for a director of IT but lower for a CIO.)

And current rates are trending in the $400,000 range for chief medical information officers, executives who combine both medical and informatics degrees, according to medical executive search firm Witt/Kieffer, based in Oak Brook, Ill.

If those quantitative measures aren’t enough for you, consider the qualitative evidence. Healthcare, perhaps more than any other industry, is beset by change — with a lot of mandated by new laws and regulations that can only efficiently be implemented through technology. Add to that the increasing use of electronic medical records (EMRs), digital and wireless medical devices and a bulge in the aging population, and healthcare’s viability as a career couldn’t be clearer.


 

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3 Ways Enterprise IT Will Change in 2014

The holiday season is a great time to look back at the year, with an eye toward what we in the ever-changing world of information technology can expect in 2014. These three trends warrant your close attention in the new year.

In Light of NSA Revelations, companies Will Be Wary of the Cloud
For most businesses, 2013 was the year of the cloud. Companies that still hosted their email in house would in large part move that expense and aggravation to someone else. Microsoft SharePoint and other knowledge management solutions could be run in someone else’s datacenter, using someone else’s resources and time to administer, thus freeing your own people to improve other services or, gasp, work directly on enhancing the business.

But then Edward Snowden came around in June and started to release a series of damning leaks about the United States National Security Agency’s capability to eavesdrop on communications. At first, most folks weren’t terribly alarmed. But as the year wore on, the depth of the NSA’s alleged capabilities to tap into communications – both with and without service provider knowledge – started to shake the faith of many CIOs in the risk/benefit tradeoff for moving to cloud services.

For companies in heavily regulated industries, it’s hard to ignore the continued discovery of the depths to which the NSA has the capability to read data both in transit and at rest. Patient privacy records, sensitive financial transactions and any other data that must by law be kept private – is it now considered private? Can you warrant that to your customers? Can you warrant that to your regulators? Can you afford the risk that NSA access to your data represents? Is it even something that you can control, or do you just ignore it and hope for the best? (That is said with no judgment; given the realities of your business, that could very well be a valid strategy.)

How-to: 5 Tips to Keep Your Data Secure on the CloudMore: Who Can Pry Into Your Cloud-based Data?
In 2014, we’ll see a continued analysis of just what services make sense in the cloud, but some old cherished low-hanging fruit, like email and collaboration, will no longer be considered “easy wins” because of these continuing allegations. Perhaps the cloud will not be the default choice going forward but, rather, a choice made after careful study of the environment, using these PRISM leaks as one important bit of context.

Microsoft’s CEO Search Will Define the Future of Their Products in Your Organization
The biggest story of the first part of 2014 will undoubtedly be Microsofts selection for only its third CEO in its history. This job is one of the most important positions in the technology industry; who is selected, and what he or she does in her first 100 days, will set the tone for the next five to 10 years.

Reports as of the Monday morning after Thanksgiving 2013 suggest that the Microsoft board of directors has narrowed its potential selections to two: Satya Nadella, the current chief of servers and tooling at the company, and outsider Alan Mulally, who currently is in charge of the Ford Motor Company and is widely credited for executing a fantastic turnaround of operations, profits, and shareholder return after joining the company from Boeing, a corporate neighbor of Microsoft. ( Mulally denies he’s interested in the Microsoft job, only heightening speculation.)

There are two main questions surrounding both the choice of chief executive and the immediate moves he makes in the first part of his tenure.

Will the new CEO continue the remake of Microsoft into a devices and services organization?
Steve Ballmer, the company’s current CEO, has tried to convert the software company into an organization that makes a variety of devices, such as tablets and phones, which connect to services that Microsoft runs. This has been done both to make those devices more rich and useful for the end user but also to monetize that usage through enhanced upgrade services, advertising revenue and subscription profits.

Of course, this represents a big switch from Microsoft’s traditional “pay us for the right to use this software in perpetuity” practice that propelled the business to its current height. Many investors and customers wonder if this transformation is beneficial to them. Will the new CEO elect to continue this transformation and carry on the vision of Steve Ballmer even after his departure? Or will the new CEO put pause on the progress and take a few months to assess whether that transformation is good for both Microsoft and its customers? The answers will have a big impact on the role Microsoft software and technology plays within your own business.

Will the cloud still be a huge focus of the company?
Will the continued preference of developing for Microsoft’ cloud-based services versus its traditional on-premises software erode the trust of corporate customers who still have significant investments in their existing on premises licenses?

Related: Why Microsoft SharePoint Faces a Challenging Future
Nowhere is this tension more evident than in the Exchange community, where Exchange Server 2013 customers feel as if they are a distant second cousin to the Office 365 subscription data center environment. Complaints abound, from poor patch quality to irregular updates to features arriving in Office 365 but not Exchange Server 2013 for some time. These on-premises customers, paying many thousands of dollars for their combined server and client access license fees, feel shafted on their investment. Will this tension bleed over into other areas? Is the Exchange model the new model, warts and all, for the company’s cloud focus? This is a trend to watch in 2014.

The Role of the Cloud Broker Will Emerge in 2014
Whatever Microsoft does and whatever the revelations about the NSA’s PRISM program mean for your business, the continued push around consumerization will mean more cloud services for your organization, not fewer. PRISM might eliminate email and other line of business data from being considered in a move to the cloud – but other, less sensitive data can still be stored in the cloud. The corporate IT department can take advantage of a number of cloud businesses that are designed to save money and lower the cost of access to data while revealing new insights and workflows that may not have been feasible for your organization before.

Blog: Dirty Secrets of Dropbox, Google Drive and Other Cloud Storage ServicesAlso: How to Find the Cloud Storage Service That’s Right for You
In 2014 that the cloud broker or cloud solution provider position will really come into its own and begin bearing fruit. Vendor neutral, pay-for-service cloud brokers will be able to consult on your situation and recommend both a provider and a strategy for making use of that provider’s products and services for any given task or workload.

IT departments will be in the drivers’ seats, able to really sit down with a knowledgeable set of professionals and figure out exactly what solution and what model works best. The cloud broker role will be best placed to help the furthering of the IT organization’s transformation from a cost center to a place where new revenues and profits are generated – an additional trend to watch in 2014.


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IT hiring: Your text resume is soooo last century

Goodbye, boring CV. Today’s tech resumes are tricked out with video, social and graphic elements.

Tim Ondrey has glimpsed the future of the job-search market, and it’s going multimedia.

Already, he has had one friend using a blog and a 30-second video to apply for a marketing job and another, an IT colleague, interviewing via Skype for a developer position.

Ondrey figures it’s just a matter of time before he — and everyone else — uses more than just an old-fashioned resume to land his next job.

“I’m kind of nervous about it, but we’re all going to be in that same boat, figuring out what works and what doesn’t,” says Ondrey, an active member of the SHARE user group. An applications report specialist at Marist College in Poughkeepsie, N.Y., Ondrey isn’t currently looking for a job, but, like a lot of his colleagues, he keeps an eye on the market.

What he’s seeing is that video, graphics and social media are becoming part of the job-search landscape. Recruiters and hiring managers say younger workers, who grew up online and use FaceTime more than landlines, are more apt to show off their assets via personal websites, blogs, videos, and online portfolios with embedded examples of current work and links to online communities in which they’re active.

It’s no coincidence that LinkedIn recently began encouraging its users to amp up their profiles with videos, illustrations, photography and presentations. And Toronto startup Vizualize.me has attracted 200,000 users to its tool, still in beta, that turns text-based resumes into online infographics.

“People are open to new formats, new ways of presenting credentials,” says John Reed, senior executive director of Robert Half Technology, an IT staffing firm based in Menlo Park, Calif. “People are trying to figure out how to stand out in the crowd, how to bring life to their profile and experience, and they’re using social media tools to do that.”

Reed says that neither he nor his colleagues have seen a lot of applicants submitting videos yet. When they do, they function more like cover letters than resumes. “The videos are ‘let me introduce myself before you look at my resume,'” Reed explains. “The companies look at it and say, ‘That’s cool, that’s an interesting twist, that makes the candidate stand out.'”

That’s the thinking at the Washington, D.C.-based staffing company Hire IT People LLC. Owner Dan Nandan says his firm is moving into videos as a way to showcase its IT talent.

“We felt they’d have a more powerful impact if a video resume was submitted” in addition to the traditional paper CV. “And it’s working,” he says, explaining that well-done videos presenting candidates’ skills and background “definitely make a big impact.”

Nandan recently worked with Neeraj Uppal, a technlology project manager who had made a video in which he talked about his background. The Hire IT People staff used the video to evaluate Uppal and were impressed enough to recommend him to a client company, which led to the conventional application process, with Uppal sending a text resume, then interviewing and getting the job, a contract position.

When technology project manager Neeraj Uppal was looking for a new job, he prepared a video preamble to his resume so companies could assess his presentation and communications skills. “That was definitely a first for me,” say Uppal, who credits the video with playing a part in helping him land his current contract position at a large bank.

“I don’t know if he was hired based [only] on the video, but it made an impression,” Nandan says. “It gets people’s attention. If I get 50 emails, and there’s one that says, ‘Please watch my video,’ I will watch the video first.”

Video can also function as a second chance for IT hopefuls whose resumes might otherwise be rejected by scanning software looking for specific keywords to quickly, if not always accurately, match qualifications with the position. Those same candidates might be able to hook a hiring manager’s interest with a well-crafted video pitch (see Video dos and don’ts for tips.)

Video interviews, pros and cons

Video is playing a larger part in the entire hiring process, not just as a resume accompaniment. For example, many companies now use Skype or other videoconferencing technologies for first-round interviews, rather than in-person meetings, to save time and money while still getting a sense of candidates’ interpersonal qualities.

Some companies also use videos, recorded by candidates responding to specific questions, as a screening tool. “That’s where I’ve seen a greater evolution on the video side, because the convenience factor is tremendous,” says Dan Pollock, senior vice president of the tech-staffing firm Modis.

Typically a hiring company comes up with five to 10 questions and passes these on to Modis. Candidates for a developer position, for example, might be asked about their responsibilities on a recent project, how they approached those responsibilities and how the project turned out.

Candidates typically travel into a Modis office to record these screening sessions — Pollock says this ensures good audio and visual quality — although some candidates do it from their own computers. A SaaS platform from HireVue allows Modis to set a time limit for each response (three minutes) and control the number of retakes (one).

Hiring managers can then view the videos at their convenience, using them to replace phone calls that they had used in the past to screen candidates. “It’s much more tailored to the position that they’re trying to fill,” Pollock says, adding that the videos also show hiring managers whether candidates know their stuff, can think on their feet and can communicate concisely.

Video dos and don’ts
If you plan to submit a video as part of a job application or online profile, or if you’ve been asked to take part in an interview via teleconferencing, here’s what you need to think about before you turn on that camera:

Keep it short. Hiring managers who don’t have time for multipage resumes won’t have time for lengthy videos or rambling responses either.
Pick a professional, quiet spot. Stay out of Starbucks. And your bedroom.

Have a solid or bland background. Check behind you for distracting artwork, offensive material and unkempt home offices. (Hiring managers say they have indeed seen all of those during video interviews.)

Maintain eye contact by sitting still and looking into the camera. You don’t want to fidget or multitask; such behavior wouldn’t fly in an in-person interview, so it won’t suit a video interview or presentation either.

Dress as you would for a face-to-face interview. (For those who need reminding, that means business attire suitable to the position and the company’s culture.)
Guard against interruptions. Shut off your phone. Give the dog a bone, and make sure no one comes knocking at the door.
Don’t forget to smile.

Others say video interviews — either live or pre-recorded — help by winnowing out candidates who might have Googled answers while on a phone interview, as well as those who lack interpersonal skills, which are of particular importance for IT professionals who interact with customers, executives, board members or the public.

On the other hand, some point to potential problems using video when screening candidates. Some employers wonder if it will open them up to claims of discrimination as they can more easily see traits (age or ethnicity, for example) that they shouldn’t use to eliminate candidates. Other tech industry watchers worry that video interviews could unfairly prioritize presentation skills for jobs that don’t necessarily require them. After all, coders don’t need to come off well on camera to do a bang-up job, the argument goes.

Reed says such concerns keep many companies from adopting video as part of their candidate search and screening process. “Companies don’t want to be susceptible to accusations,” he says. He points out that candidates, too, often hesitate to use these tools because they’re worried about where their videos will reside and for how long.
Resumes gain graphic, social flourishes

That said, video is nevertheless becoming more prevalent in the IT hiring process, just one of the multiple new formats and platforms that candidates are beginning to utilize for job searches. “The resume hasn’t changed in the past 40 years. It just feels like it’s time for it to evolve, and technology is at a place where it’s helping us evolve it,” Pollock says.

Pollock says he’s seeing candidates successfully use graphics to represent skill sets, responsibilities and accomplishments on or as a supplement to their text-based resumes. Some IT workers, particularly Web designers or UI and UX professionals, maintain online portfolios or submit links to their work.

Others, such as developers, point to their contributions to open-source communities like GitHub. And, of course, job shoppers ignore at their own peril the reach of LinkedIn and, to a lesser extent, other social media sites like Facebook, Google+ or even Instagram.

“[Hiring companies] want to see what people are doing within the tech community, the development space, are they contributing? So I encourage people to have a strong digital profile as well as a resume, and LinkedIn is the primary tool for a strong digital profile,” says Doug Schade, principal consultant in the software technology search division at Waltham, Mass.-based search firm WinterWyman.

Schade says savvy candidates know how to leverage social media to separate themselves from the pack. They don’t just paste their traditional resumes into their LinkedIn profiles but rather focus on showcasing themselves with links and presentations that highlight their skills and accomplishments.

“There is an opportunity to be more robust with one’s persona,” Schade says, “because social media is used by hiring managers to gain more intel, gain more insight.”

Web developer Avery Anderson gets that. Anderson, 27, graduated in 2008 from the Franklin W. Olin College of Engineering in Needham, Mass., with a degree in mechanical engineering. She worked in the field for a year but decided it wasn’t the best fit.

Avery Anderson online portfolio

Software engineer Avery Anderson built a personal website, complete with this skills portfolio page, to highlight her tech talents and emphasize her involvement in the programming community.

Anderson did some contract work in robotics, and then in February 2010 she sought out a Web engineer position at an Internet start-up for wine aficionados called Second Glass. “Web development seemed like a huge opportunity, but I didn’t have a lot of experience, so I started with a personal website. It was like, ‘See, I can make website.’ That got me in the door,” says Anderson, who was hired right away.

When she left Second Glass in April 2012, Anderson turned to her website again, tweaking and updating it to reflect more of her skills and personality. She says her site, along with her LinkedIn profile and her account at the online developers’ site GitHub, got plenty of traffic; she estimates she was contacted by about 50 recruiters during her two-month job search, contacts that led to nearly 10 interviews — including some Skype sessions.

She landed a software engineer job with The Minerva Project, a startup that’s building an elite online university. Although she was introduced to the organization through a roommate, she says she knows the company checked her out online before she even walked in the door. “People Internet-stalk everyone before meeting in person,” she observes.

And even though she’s not looking for a new job now, she keeps up her personal website to have what she calls “a landing page” for people who want to know more about her and her work — a particularly important point as she tries to gain more experience, recognition and speaking engagements.

“It’s not just about what jobs you get. Every time you do things like that and work your way into the community more, you make yourself more valuable as an employable person, you build your reputation,” she says.

Ondrey, the Marist College applications report specialist, says he and his colleagues are getting that message, so they’re beefing up their online professional presence by posting or Tweeting articles they find interesting along with their own commentary. They’re updating their skill sets and responsibilities more frequently. And they’re adding videos — both their own and others that are relevant to their field of interest.

There is no replacement for face-to-face interviews, but video is a very powerful format.
Jennifer Taylor, Appirio

That fits with what’s happening at Appirio, a San Francisco-based cloud technology company with 650 employees globally.

“We have definitely seen more candidates modify their resumes to include links to their social media profiles,” says Jennifer Taylor, Appirio’s senior vice president of HR. Resumes now include Twitter handles and links to LinkedIn profiles and to blogs.

The process works both ways, Taylor says; she and her colleagues use social media to reach out to potential prospects. “Often we have found that it’s through a Twitter conversation that one of our employees will identify someone in the ecosystem who is contributing unique ideas or products. We use those as an opportunity to say, ‘Look at what this person is doing, we should start a conversation with this person,'” she says.

And while she says she hasn’t yet received a video resume, she and her hiring managers use video to promote the company to prospective employees as well as to interview candidates — something they do live using Skype, Google+ and occasionally GoToMeeting with video.

“We still believe that there is no replacement for face-to-face interviews, and we do make that a requirement before anyone is hired. But video is a very powerful format,” she says. “It makes information about our company as available as possible, and it gets people familiar with us. It creates some rapport right off the bat. The candidate feels like they’re getting to know us and vice versa.”


 

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Chief Digital Officer: Hot new tech title or flash in the pan?

Chief Digital Officer: Hot new tech title or flash in the pan?
Enterprises are tapping CDOs to monetize digital assets, but how will these new execs interact with IT? And will the hiring trend hold?

There’s a new C-level executive — the Chief Digital Officer (CDO) — in the boardroom, charged with ensuring that companies’ massive stores of digital content are being used effectively to connect with customers and drive revenue growth.

At first blush, an executive title that includes the word “digital” would seem to encroach on IT’s territory. Not so, observers say — but that doesn’t mean tech leaders don’t need to be prepared to work closely with a CDO somwhere down the line.

Gartner last year reported that the number of CDOs is rising steadily, predicting that by 2015, some 25% of companies will have one managing their digital goals, according to analyst Mark P. McDonald. (See also CDOs by the numbers.)

While media companies are at the forefront of this movement, McDonald says, all kinds of organizations are starting to see value in their digital assets and in how those assets can help grow revenue.

“I think everybody’s asking themselves whether they need [a CDO] or should become one,” McDonald enthuses. “Organizations are looking for some kind of innovation or growth, and digital technologies are providing the first source of technology-intensive growth that we’ve had in a decade.”
What CDOs bring to the table

While the CIO and the CDO are both concerned with digital information, their responsibilities diverge sharply.

“The role of IT in the past has been to procure and secure IT equipment for the company, lock [data] up and bolt it down,” says Jason Brown, the CDO for trade show and event management company George Little Management. “Whereas with digital content, you want to get it out to the world so the rest of the world can see it and access it. I don’t care about Exchange servers, Web servers or any of that stuff,” continues Brown, who was hired in September 2011 as George Little’s first-ever CDO, reporting to the company’s CEO. (Previously he worked as a vice president of digital media for what is now events and media company UBM Canon.)

“I’m interested in building products that can be monetized,” he says. “Companies need to look at their products and see areas where they can make money digitally.” (For details, see Digital assets defined.)

Organizations including Sears, Starbucks, Harvard University, the City of New York and many others have hired CDOs, says David Mathison, founder of the Chief Digital Officer Club, where current and would-be CDOs can find training, job opportunities and more. Their goal? To improve efforts in digital content promotion, a motive shared by CDOs from Forbes, Columbia University and elsewhere, who described to Computerworld how they go about helping their companies take advantage of their large digital resources.

“A lot of company leaders really don’t understand digital very well,” observes Calkins Media CDO Guy Tasaka, who has more than two decades of experience in advertising, strategy and planning, circulation and marketing for media and startup companies. Tasaka, who reports to his company’s CEO, says chief digital officers “should have the future vision in mind and not be constrained by the technical or architectural limitations of the current company.”

He elaborates, “CIOs and CTOs don’t look at the core business. They look at the technology for technology’s sake.” As the CDO, Tasaka says, “My responsibility is public-facing technology, the mobiles, the online and everything that we are doing going forward. I won’t do anything unless there is a revenue strategy and a sustainable revenue model. My job is to separate what will help Calkins strategically from what is just a shiny object that’s cool.”
Forbes Media: Building audience, increasing revenue

Michael Smith joined the Forbes Media Group 13 years ago and became its first CDO in 2010 when a new CEO came in and wanted to drive the importance of digital content. Smith, whose background was as a CTO, took on the task of looking at technologies inside the company and how they could be used to better promote its digital content, specifically to grow online readership at Forbes.com.

“As the CDO, I don’t make technology decisions — those are made throughout the organization,” says Smith, who reports to the CEO and president of Forbes Media. “It’s the CDO’s job to support the adoption of these selections. The focus I have now is on revenue growth. It’s far more of a business role.”

By tracking new content management applications, online publishing systems and other digital innovations that can be used to create and deliver Forbes’ digital content, Smith has been able to help grow the company’s online audiences threefold since 2010, to more than 45 million unique users a month. “That’s a dramatic increase in users,” he says. “This stuff helps the company.”

Columbia: Changing delivery of digital assets

At Columbia University in New York City, Sree Sreenivasan, a journalism and media professor at the school, also held the title of CDO beginning July 2012, reporting to the school’s chief academic officer. His main responsibilities? To “address digital needs to be sure that the school is adjusting and morphing with all the changes that are happening” in the digital marketplace, he says.

Sreenivasan has been cataloguing and placing online two decades worth of media initiatives at Columbia (they used to send VCR tapes of classes to long-distance students in the late 1980s, he reports) and helping faculty, departments and schools learn more about online learning, along with social and digital media.
Sree Sreenivasan
Sree Sreenivasan. Image: Metropolitan Museum of Art
Education is changing. We need someone to be looking at [digital assets] centrally. That’s my role.
Sree Sreenivasan, CDO

Columbia has offered online courses for more than a decade and distance learning since 1986, but those efforts typically have been decentralized inside the various schools, Sreenivasan explains. The goal today is to build a single site where all the online material — from individual courses to entire programs of study — can be easily found.

“Education is changing,” said Sreenivasan. “We need someone to be looking at it centrally. That’s my role. We are now trying new things.”

One such initiative is a third-party site called Coursera, where people anywhere can sign up to take online courses for free from top educational institutions around the world.

“Coursera is an example of a different approach — we want to use it to learn how to improve the experience of our in-person classes, as well as reach out to the world,” says Sreenivasan. “Our first three classes had more than 100,000 signups, and we have several ideas on how to take this further to improve the experience of our on-campus students as well as those in hybrid programs.”
Doe-Anderson: Leading through digital disruption

At Doe-Anderson, the fourth-oldest advertising agency in the U.S., Joe Pierce has been the CDO since October 2009, reporting to the company’s chief creative officer. In his job, he oversees whatever the company’s clients want to do that’s digital, including websites, banner ads, mobile apps and online advertising buys.

“Almost anyone you meet in the land of brand/digital marketing has a horror story they can tell you about the website that never worked, the app no one downloaded, the banners no one clicked on, etc.,” says Pierce. “Usually, these horror stories stem from the simple fact that there wasn’t a geek in the room who had the experience, wisdom, gravitas, mojo, trust, whatever you want to call it to steer the team away from risk and to keep the focus on the win.”

To Pierce, this gets to the heart of what the CDO is all about. “You’re a Sherpa. It’s your job to get your client, or organization, to the top of the digital mountain as quickly and safely as possible.”

In making that journey, Pierce’s IT background, as well as stints elsewhere as a CEO and COO, has come in handy, he says.

“You can’t be a strategy guy unless you understand the technology that you have to implement to fulfill that strategy,” says Pierce. “And you can’t do business in the C-level suite now unless you’ve got that digital knowledge to talk business with a customer. Having someone in the room that has that experience can help. I call it being ‘the nerd at the table.'”
Will the CDO title endure?

There’s little doubt the nascent Chief Digital Officer role is in flux. This month, Sreenivasan is scheduled to leave Columbia to become the first-ever CDO at New York’s Metropolitan Museum of Art, where he will report to the associate director for collections and administration. In his new job, Sreenivasan will explore new digital opportunities for the Met and lead its Digital Media Department, which is responsible for managing and producing digital content.

Smith too recently left Forbes, but not for another CDO title: He’s now vice president of revenue platforms and operations at Hearst Magazines Digital Media, where he reports to the company’s president and is responsible for aligning technology, content creation and advertising.
It’s perfectly natural to create a C-level role when the technology is new, but … you can be a digital company without having a CDO.
Mark McDonald, Gartner

Which leads to the question: will the CDO craze last, or is it simply an interim title useful in the short term for corporations undergoing digital transformation?

Sreenivasan says CDOs are new and needed today (and notes that Columbia plans to hire a replacement CDO to fill his position), but acknowledges that could certainly change in the future. “I imagine there was once a chief telephone officer at Columbia long ago, but that wasn’t needed after people figured out how to use the phone. This job could go that way, that someday they won’t need somebody with this title.”

McDonald, the Gartner analyst, agrees. “It’s perfectly natural to create a C-level role when the technology is new, but as the organization builds an understanding of that technology, it works its way back into core operations. You can be a digital company without having a CDO.”

Nigel Fenwick, an analyst with Forrester Research, said he certainly sees the role of a digital content leader, but not necessarily the CDO title, sticking around for enterprises.

“There’s a need to put your arms around your digital business, absolutely,” says Fenwick. “I completely believe that that is going to be a strategy for businesses going forward. This is partly why the executive level sometimes has to shake things up a bit to get things where they need to get to. [The CDO title] is one way of doing it.”

 


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