by Peter High, published on Forbes
1-25-2016
When Jim Fowler was promoted to become the Chief Information Officer of GE, it was a move that he was aware of well in advance. A hallmark of GE’s legendary talent management program is to have leaders identify people who could take their places in advance of the need for that transition. Jamie Miller, who had been CIO for two and a half years prior had identified Fowler – then CIO of GE Capital – as her possible successor. As Miller ascended to the role of President & CEO of GE Transportation, Fowler had been preparing for this move. In turn, in his first six months in his current role, he will be planning who might succeed him, even though he has no plans to leave the role any time soon.
In this interview, Fowler describes how he has organized himself in the early stages of his role. He already has developed audacious goals of driving $1 billion in productivity gains by 2020 while also generating $15 billion in revenue growth from software and technology. At the heart of this is Predix, an analytics platform to help assets run more effectively. GE is using it internally, and has already garnered $5.5 billion in revenue gains by making it available to GE’s customers. All the while, Fowler has developed a well thought out plan to keep GE’s information secure. He talks about all of the above and more in the following interview.
(To listen to an unabridged audio version of this interview, please visit this link. This is the 32nd article in the CIO’s First 100 Days series. To read past interviews with the CIOs of P&G, Kaiser Permanente, Microsoft, CVS Caremark, and Ecolab, among many others, please click this link. To read future articles in the series, please click the “Follow” link above.)
Peter High: In our last conversation, a number of months back, you were the Chief Information Officer of GE Capital, a unit that has since been sold off, and you have taken over the role of global CIO for all of General Electric. I wonder if you could reflect on the transition, how you found out about the new role, how you began to prepare to the ascension to the role, and how the news of the role came to you.
Jim Fowler: The role came about as a series of leadership succession movements were planned in the company. Those successions, based on a few retirements, led to the previous group’s CIO, Jamie Miller, taking on the CEO role of our Transportation business. That planning started to happen over the summer as some of the retirements came to be known. I think I found out about it around mid-July. The plan was to have me step in as the group CIO later in the year. I had thirty days’ notice before the formal announcements went out to start to think through what I had to do to prepare for the role and to lay out a plan.
I used that thirty days to spend some time with Jamie, understanding what her thoughts were as I transitioned into the role, what things she felt needed to be continued or changed, and get her feedback on what it had taken her to be successful in the role. I also used the opportunity for myself to reflect on my experiences in the company and where I thought the company was headed relative to digital products, what we were doing related to growing the company in new areas, and how that was going to relate to the priorities for the IT function. So, that let me lay out a ninety day plan. I am coming to the end of that ninety days having worked through a lot of the steps in the plan.
High: Can you describe your purview as CIO of GE?
To read the full article, please visit Forbes
1-18-2016
Perhaps nothing signaled the arrival of artificial intelligence quite like January 14, 2011, when IBM Watson defeated two legendary Jeopardy! champions, Ken Jennings and Brad Rutter. At last, the computers were smarter than us. Since then, Watson has developed into a growth engine for IBM.
For just over two years, Michael Rhodin has led IBM Watson, having come to that role after a four year stint as the head of the Software Solutions Group at the company. IBM has already found applications for Watson across seventeen industries in over thirty five countries, but as Rhodin notes in this interview, the company is just getting started.
(To listen to an unabridged audio version of this interview, please click this link. This is the third article in a series on leaders in artificial intelligence. To read future articles in the series, please click the “Follow” link above.)
Peter High: Many people will remember that Watson was developed initially to compete on Jeopardy! versus two of the biggest Jeopardy!champions of all time, and it won a million-dollar prize in the process. Then a bit more than a year ago, IBM made the decision to create a business called the IBM Watson Group, which you now lead. The company invested a billion dollars (quite a bit more than the winnings from Jeopardy!) to get the business off the ground. Was there always a desire to turn Watson into a business line?
Mike Rhodin: If you look at what we were trying to do, this was an IBM Research Grand Challenge going after– from a technology viewpoint– something in the AI world that was known as the “open domain deep Q&A problem”. It was a problem that was originally postulated based on a comment by [John] von Neumann in the late 1940′s. At that point in time, after his architecture became the basis for modern computing (the binary system that all computers today are built on), he made a comment in the late ‘40s that said someday computers will be able to answer any question. For the next sixty years, computer scientists were trying to figure out how to do what he said, which is how to build a system that could answer questions on a broad base of domain knowledge. That was the real impetus for the Watson system coming out of IBM Research.
Along the way, we decided that it was going to be necessary to have a proof point that you could answer questions in an open domain. The Jeopardy!quiz show ended up being a great example of something that had a broad topic base, lots of different types of questions, tricks, use of natural language in interesting ways, and it became a great demonstration of the technology and the breakthroughs that the IBM Research team made. So that was what led up to Jeopardy! in the first place.
After the Jeopardy! match, we were thrilled with the outcome. It was not a foregone conclusion. With any of the probabilistic systems, there is a level of chance in everything, but we knew we had a system that we thought would show well in the game show. We were pleased to be able to come out with a win against two incredibly smart leading champions of the game.
We started a period of what I would consider in-market experimentation for the two years after the Jeopardy! match. We started working with a handful of companies that had approached us that wanted to start to experiment with the technology–not to play Jeopardy!, but to use the underlying technology to start to solve problems. The preponderance of them were in the healthcare field. Industry luminaries like Memorial Sloan-Kettering or MD Anderson in cancer, or in general medicine, the Cleveland Clinic. They all started partnering with us to explore how we could take what was inside the Jeopardy! system and morph it into things that could be used in the healthcare profession. We did that for a couple years, and that gave us the confidence that led to the announcement in 2014 of the commercialization project and Watson Group.
When you think about what a doctor does every day, they gather evidence about a patient, they use that evidence to build a level of confidence in a set of hypotheses that could lead to a diagnosis, and then they make a treatment based on that. They were looking for systems that could start to help them with a particular problem that has occurred in the healthcare industry, that is, the amount of information being produced: the amount of new research and publications has outstripped the ability of doctors to keep up. In 2015 alone, we will produce something around seven hundred thousand new reference documents in medicine. I am pretty sure most doctors do not have time to read all of them. They are focused on how we could start to use what we demonstrated in the Jeopardy! match in the pursuit of helping them understand all of the information that is being published in their profession, and how to do it in a way that could help them create better outcomes for their patients. That was one of the first clues that the AI world was ready to be woken up– we have been a little bit dormant for decades — and that the systems were ready to start to move into prime time.
That was how we got to the launch last year. It became a pretty big point for us because we had decided that not only could this technology be used in health care, which we still believe is a huge opportunity, but we also recognize that it had applicability across pretty much any industry we could see. The way we thought of it was that any profession within any industry where the amount of information being produced has surpassed the ability of the humans in those professions to consume it. That is a lot of professions these days with the amount of information being produced. That part became pretty clear to us.
The second thing that was a key decision about the launch of the commercial project was the creation of an open ecosystem: we would open up the APIs on platforms so that startups could get access to the technology and start to build out businesses on top of it. When we launched the Watson Group we had our early adopter customers that we had been working with, but we also had a small number of startups that we had exposed to the technology in advance of the launch so that they could be ready to stand up with us and talk about we were doing. Since then, the ecosystem project has taken off. We have hundreds of companies building on the platform, over one hundred now in-market with commercial solutions. Another four hundred or so are under development behind that, and they will be coming out over the next year or so. That part is taking off as well.
10-19-15
Like many executives at Procter & Gamble, Linda Clement-Holmes has had a wide array of responsibilities at the $76 billion Cincinnati, Ohio-based consumer packaged goods company. She has been the chief diversity officer, the senior vice president of global business services, and the global information & decision solutions officer. This is emblematic of the way in which P&G thinks about talent management. Once a rising star has been identified, provide them both depth and breadth of experience. When Clement-Holmes became CIO, she had been groomed for years for this post, and came to it with a much deeper understanding of how value is created within her enterprise than most new CIOs.
Clement-Holmes managed a rare feat for a new CIO, as well, as she was already a board member of a multi-billion dollar public company, Cincinnati Financial Corporation,before she became chief information officer. For those who might wish to follow in her footsteps, she attributes not only the diversity of her experiences within P&G, but also her willingness to spend time on non-profit boards in preparing her for her for-profit board experience. Clement-Holmes goes on to describe the substance of her first IT strategy as CIO, the methods she has used to encourage future female leaders in IT and beyond, and the technology trends that particularly excite her.
(To listen to an unabridged audio version of this interview, please visit this link. This is the 15th interview in the Board-Level CIO series. To read interviews with past interviewees, please visit this link. This is also the 29th interview in the CIO’s First 100 Days series. To read interviews with past interviewees, please visit this link. To read future articles in either series, please click the “Follow” link above and to the left.)
Peter High: You were groomed for this role for some time, and your ascension in many ways is a sign of great continuity between your predecessor and yourself. You had been part of the leadership team that formulated IT strategy before you were CIO, just as you now lead a team doing the same. Given the lead time you have had, how did you use the time to prepare for this role?
Linda Clement-Holmes: I had a great mentor in Filippo [Passerini], who did a great job. Like you said, it was not a case where I came in behind somebody who was asked to leave and so forth. He had been CIO for well over ten years. It was much more about understanding more about what we needed to do going forward, and how to lead an organization or an IT function of IT professionals in a way that keeps us moving and relevant as we had been the last ten years.
At P&G because we promote from within, it is not abnormal to have what happened to me happen to anybody because we have a process of senior leadership looking at a regular review of succession planning that includes everything from whether we have a diverse pipeline, and whether our leaders have the right experiences that we need them to have going forward. They do that in conjunction with looking for where the business as the whole needs to go. They do that constantly. It is not a one-time thing. That is what happens when you have a “promote from within” type company.
Every now and then, we may have a specific unique set of skills needed that are in short supply. For example, I just hired our Chief Information Security Officer from the outside because the world changed so much in the last two years when it comes to cyber security. Those skills are not ones that we naturally have internally and have grown up with. In a case like that, we went outside and hired our Vice President for that. Our two legal officers were the same thing. We needed people with specific types of experiences. We will do that when necessary, but for the most part we try to groom and grow our leadership from within the P&G pipeline of talent because we have such strong talent to begin with.
High: The succession planning process involves a lot of grooming, and rounding out one’s skill set before they ascend to new leadership roles. What was the process like for you, and how has it translated to the leaders who are currently targeted for future leadership roles?
Five Smart Cybersecurity Moves From Top Security CEOs
by Peter High, published on Forbes.com
08-04-2014
There is much that is written about cybersecurity threats to companies. Prominent examples of security breaches like the one that Target announced on December 19, 2013 have led myriad companies to re-evaluate their security posture, and investments in new security processes and technologies have increased in many companies as a result.
The complexity of security threats to individuals has also increased, but no individual cybersecurity issue will receive the headlines that corporate breach will, so one can be lulled into a false sense of security. I sought the counsel of four CEOs of major information security companies to ask them what steps they take personally to secure their information and their computing devices. They offered the following five recommendations.
To read the full article, please visit Forbes.com
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CTO David Fike discusses security issues at Marsh & McLennan, including automation, the policing aspect of security and the importance of tracking metrics.
by Peter High, published on CIOInsight.com
12-13-2012
WHO: David Fike, Chief Technology Officer, Marsh & McLennan Companies, Inc.
WHAT: Sharing his perspectives on how best to secure corporate networks
WHERE: New York, NY
WHY: To provide CIOs and other IT leaders with actionable advice and insights about how best to secure the corporate network during increasingly complex times
David Fike, Chief Technology Officer of Marsh & McLennan Companies, Inc., shares his perspectives on the steps he has taken to secure his company’s corporate network and the methods he uses to stay a step ahead of those who would try to compromise his corporate systems. Upon arrival as CTO at Marsh & McLennan in 2006, Fike formed MMC Global Technology Infrastructure, which was the first significant attempt to centralize infrastructure across the company. Among other reasons, part of Fike’s logic in so doing was to develop a more secure corporate network.
Describe your approach to securing the corporate network at Marsh & McLennan Companies.
The most important thing to realize is that our security posture and what we’re defending against changes rapidly and in real time. The biggest challenge is that what you do today to protect your network isn’t going to protect you tomorrow.
The security landscape and types of threats are changing faster than ever. The bad guys are getting smarter and their “time to market” is getting shorter. As I think back to the security challenges we faced in 2006, it is like we are living in a completely different world today.
The starting point is building a strong, knowledgeable team. It is important to hire a seasoned chief information security officer to lead the change and ultimately take responsibility for security. You can spend all the money in the world, but if you have the wrong people it won’t matter, so people are really essential.
As your program evolves, a natural conflict will arise between colleagues wanting to access new technologies and services and your need to mitigate the security risks behind those new things. Some examples include:
Additional topics covered in this article include:
by Kalhan Koul May 2012
Please click here to download the PDF of this article
As the pace of technology progresses rapidly, it has become vital for CIOs and IT leaders to keep an eye out for transformative technologies that help increase efficiency, drive revenue, and more. Thus, since 2010, we have asked interviewees on Metis Strategy’s Forum on World Class IT podcast series to provide their thoughts on upcoming trends in IT; our team has tracked the results and elucidated several interesting patterns, some of which will be highlighted in this paper.
Overall, 51 individuals, ranging from active CIOs, CTOs, CEOs, CFOs, CAOs, professors in IT-related fields, among others, provided their input concerning future trends. The graphs in this article demonstrate which areas IT thought leaders believed to be most compelling in the near future.
Figures 1 and 2 illustrate the top trends identified over the course of the podcast series, and consist of some of the “usual suspects” such as cloud computing, mobility, etc. Figure 3 provides a breakdown of trends identified in 2010 vs. 2011, and Figure 4 takes the data a step further to demonstrate the change in percentage of identified trends. Together, these charts convey some interesting revelations, such as the emergence of trends like the consumerization of IT, the increased role of IT in the business, and the power of computing, as well as the decline or stagnation of trends such as social media. Although the identification of prominent and emerging trends provides interesting food for thought in itself, simply identifying trends without a broader context does not do the insights justice; thus, this article will further build upon these insights and present context concerning the emergence, decline, or persistence of specific trends in order to provide IT leaders greater visibility into what technologies will gain a foothold and should be considered sooner rather than later.
Figure 1: Top Trends Identified by Interviewees N = 51
Where the chart above provides the number of interviewees identifying trends, the chart below demonstrates trends identified as a percentage of interviewees.
Figure 2: Top Trends Identified – Percentage of Interviewees N = 51
The top few trends identified by the podcast interviewees, as shown in Figure 1 and Figure 2, have been prominent in the IT realm for some time, and for good reason. Cloud computing, which essentially provides shared resources, software, and information on demand, enables increased flexibility in IT spend, as it entails not only a significant reduction in fixed costs, but the ability to focus time and resources on better supporting the business and aligning to their objectives, a proposition tantalizing to many CIOs. For example, Curt Edge, CIO of The First Church of Christ, Scientist, states that “about 4-5 years ago [prior to moving to the cloud], we spent about 80% of our time working on maintenance …today we spend anywhere from 60-65% of our time working with the businesses.[1] ” It should be noted that some of the identified trends, such as Software-as-a-Service (SaaS) and virtualization remain closely linked to cloud computing: virtualization enables the movement of major infrastructure components to the cloud, and SaaS essentially acts as a subset of cloud computing, with software and associated data being centrally hosted in the cloud. For the purposes of this paper, these trends will be treated as distinct entities despite their linkage.
As mobile technologies improve at a rapid pace, employees have the ability to utilize mobile devices to conduct business and access internal networks, so that they may be productive anywhere. For instance, David McCue, CIO of Computer Sciences Corporation, states that “we’re all beginning to appreciate what the convergence of the last few years of ubiquitous available bandwidth, thick pipes, and powerful handheld devices means…we’ve learned that being able to do anything, anytime, anywhere is the direction we’re going.[2] ” Furthermore, what has partially enabled the advent of mobility has been the consumerization of IT, where a plethora of ever-improving mobile computing devices such as smartphones and tablets have begun to permeate the business world.
Taken together, these trends do not seem surprising at all, as they have been widely recognized in a variety of publications and numerous companies have begun implementing projects in relation to them; however, further delving into the data provides significant insights into the shifting priorities of IT leaders (see Figure 3 and Figure 4).
Figure 3: Trends Identified in 2010 and 2011 N = 48
Evidently, the data illustrates significant changes in trends identified between 2010 and 2011. Figure 4 provides the difference in percentage from 2010 to 2011, and reveals several interesting details concerning trend trajectories.
Figure 4: Change in Trend Identification from 2010 to 2011 – Percentage of Interviewees N = 48
First, the number of interviewees identifying social media and collaboration technologies (both internally and externally facing) as a major IT trend decreased dramatically; over the past two years, this trend dropped from first to fourth overall (see Figure 1).
So, what has caused this dramatic decrease in recognition? Some plausible explanations include the increased awareness of social media platforms, such as Facebook, that were more front-of-mind due to their exponential growth in use by the general population, or by the significant level of media exposure these platforms received. Another explanation could be that organizations recognized the potential of these platforms early and sought to implement technologies to take advantage of them. For instance, Microsoft witnessed a significant increase in sales of SharePoint [3] (which enables collaboration), indicating that more companies have sought this type of solution, and have addressed this trend. On the flipside, however, as detailed in a recent InformationWeek article, numerous internal social networking initiatives have faced lackluster adoption [4] ; one possible consequence could be that IT leaders have shifted focus elsewhere. Whatever the explanation, this precipitous decline in focus on social media remains an interesting topic that merits further monitoring.
It comes as no surprise that consumerization of IT, which concerns the impact that consumer-originated technologies have on enterprises, has witnessed the greatest increase in being identified as a trend from 2010 to 2011. The rise of tablet technologies likely acts as one of the primary drivers for this increase, particularly the release of the Apple iPad. Although consumerization of IT has been increasing in prominence as consumer technology becomes more sophisticated, it appears that the release and the widespread adoption of the iPad (approximately 55 million sold to date [5] ) has opened the floodgates and has caused this topic to considerably rise in prominence. In fact, Metis Strategy has advised several clients who have sought to implement tablets within their own organization in recent years; overall, despite concerns of security of information in adopting tablets and other consumer originated technologies, the majority of organizations have found benefits through a combination of increased productivity, employee satisfaction, and reduced cost. Furthermore, as the capabilities of consumer technologies expand, we have also seen an increase in organizations employing “Bring Your Own Device” programs, which leverage not only the familiarity employees have with their own devices, but the reduction in support necessary for these devices. For instance, Bruce Leidal, CIO of CareStream Health, states that “people own their own devices and they would just as soon use those for work…and we’re putting in the right infrastructure so that we can make sure that that happens. I think the benefits [are that] we have basically eliminated all of the support costs…it reduces our call volume and also takes a lot of noise out of our support environment. [6] ” Thus, overall, the rise in consumerization of IT makes sense given the parallel advancements and capabilities of consumer technology.
An additional trend that is rising in prominence includes an increased IT role in the business. In numerous organizations Metis Strategy has advised, IT has historically been regarded as an “order-taker”, and not seen as integral to driving the business; however, as technology becomes vital in how business operates in contemporary times, we have begun to see a shift towards increasing IT involvement in the business. Although this trend has yet to become pervasive, it appears to be a logical successor to other prominent trends. For instance, we have seen several of our clients try to unburden their resources by adopting cloud computing solutions, significantly increase virtualization, or leverage consumerization of IT programs such as ‘Bring Your Own Device’; not only do these initiatives decrease fixed costs related to hardware, but they drastically reduce ongoing maintenance and support of the hardware. Consequently, IT employees have increased opportunity to partner with the business so as to focus on value-oriented and revenue driving initiatives. For example, Jim Knight, EVP and Global CIO of Chubb & Son, states that “what we have found the last couple of years is not only are we the fuel for managing expenses…we’re also the engine for the business…because technology can get us there…there are absolutely expectations of us that our operations will be streamlined and [as] cost-effective as possible, but they are also investing in programs to bolster up the business. [7]” In addition, as the general consumer of technology becomes more tech savvy, it becomes necessary for businesses to connect with these consumers utilizing the same technology; as a result, IT can naturally team with other functions to drive business’ strategy through leveraging new tech-enabled customer touch points.
When explaining the power of computing and analytics as a rising trend, it makes sense to take a step back and assess the progress of technology as a whole. For instance, Moore’s Law, one measure of technology progress, states that the number of transistors that can affordably be placed on an integrated chip doubles approximately every two years (and is hence associated with growth in processing speed, memory, etc.), and illustrates the dramatic pace at which computing improves. Furthermore, recent developments where research teams have taken significant strides in quantum computing (e.g., IBM physicists at the Watson Research Center advancing superconducting qubits [8]) indicate that a new era in the scale of computing power may not be too far off. However, the real appeal lies in what can be done with this computing power, and how it can be utilized to drive business. June Drewry, former CIO of Chubb Insurance and Aon Corporation, states that “over the years…we’ve collected so much data that we’re not sure we know how to make information out of it in some cases; well, now we’re learning, and now there’s a thirst for it in the business. [9]”
The ability to process and analyze massive amounts of data, currently referred to as Big Data in IT circles, to form conclusions that can be acted upon will be invaluable, allowing businesses to discern customer behavior and other patterns. One of the reasons why this capability will be so valuable derives from the fact that many correlations that can be discovered through this type of analytics are not intuitive in nature. For instance, the New York Times recently published an article detailing how Target was able to utilize statistical correlations to predict which of its consumers were pregnant, and thus create tailored promotions to that demographic; other correlations included finding that newly-married individuals are more likely to begin purchasing a new type of coffee, or when individuals divorce, they tend to change brands of beer [10]. These behaviors do not appear to have inherently intuitive explanations, yet they exist and can be discovered and leveraged through analytics as enabled by computing power. Thus, the rise in the power of computing, and the correlated capability to conduct extensive analysis to discover valuable insights, will become a source of competitive advantage in the future, and likely explains why this trend has been increasing in prominence.
The analysis of the data obtained from the Forum on World Class IT podcast series reveals interesting insights concerning the trends that are front of mind for IT thought leaders. Not only does the data point to top trends such as cloud computing and mobility, but it also demonstrates trends rising in prominence such as consumerization of IT, the power of computing, and the increased IT role in the business, as well as trends on the decline such as social media.
From Metis Strategy’s perspective, we feel that IT’s increased role in the business, as well as the power of computing and analytics, will continue to be pertinent for business leaders, and will rise in prominence in the coming years. As many resource-consuming aspects of IT move to the cloud, such as purchasing and maintaining servers, network equipment, data center space, business applications, etc., IT organizations will thus be able to focus more on driving business strategy. One method of IT supporting the business, as we have seen in several organizations, entails enabling a strong business intelligence function, which is closely associated with the power of computing and analytics. As the amount of consumer information gathered and analyzed continues to grow, it will become essential for IT to develop methods to effectively consume and utilize this information to influence business decisions.
We feel that consumerization of IT, although experiencing a drastic increase in recognition in recent times, will level out somewhat. This is not to say that this trend has been ‘over-hyped’, but that the advantages of consumer-originated technology entering the business landscape have become much clearer recently, and many of our clients actively pursue opportunities to incorporate these technologies in their businesses. Similarly, when considering cloud computing, we feel this trend will begin to even out in the near future; cloud computing has been a topic of discussion among IT leaders for several years now, and we have begun to observe numerous companies moving ‘to the cloud’. In the coming years, cloud computing will be in essence ubiquitous, less of a consideration and more of a necessity, and will be intrinsic in how IT operates.
Overall, these insights bolster the notion that the landscape of IT continuously shifts and progresses at a rapid pace, and it becomes ever more important to keep our fingers on the pulse of IT and understand how these constantly emerging innovative technologies can be harnessed to propel business to a new level. Furthermore, what is truly exciting about all of these mentioned trends is that the majority of them provide tremendous opportunities for CIOs to collaborate with peers across the company, putting IT in the center of interesting conversations that could determine business direction. These trends have deep-seated business implications that should be taken advantage of to increase the curiosity and enthusiasm about how IT can help drive the business as opposed to merely supporting it.
[1] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with Curt Edge, March 26, 2012. [2] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with David McCue, April 9, 2012. [3] Mary Jo Foley, “Microsoft: We’re adding 20,000 new SharePoint users a day.” March 24, 2011. http://www.zdnet.com/blog/microsoft/microsoft-were-adding-20000-new-sharepoint-users-a-day/9011 [4] Healey, Mike. “Enterprise Social Networks: Dislike,” InformationWeek, February 2, 2012. [5] Sam Gustin, “How Many iPads Can Apple Sell?” Time Business, March 16, 2012. [6] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with Bruce Leidal, November 21, 2011. [7] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with Jim Knight, January 3, 2012. [8] Cade Metz, “IBM Busts Record for ‘Superconducting’ Quantum Computer,” Wired Enterprise, February 28, 2012. [9] Peter High, “Metis Strategy’s Forum on World Class IT,” podcast interview with June Drewry, December 5, 2011. [10] Charles Duhigg, “How Companies Learn Your Secrets,” The New York Times, February 16, 2012.
Please visit The Forum on World Class IT to listen to the podcasts and trends mentioned in this article.
