A look back at last year’s CIO50: #19 Hilda Clune, PwC Australia - CIO. CIO Australia is running its second annual CIO50 list which recognises Australia’s top 50 IT most innovative and effective IT chiefs who are influencing change across their organisations. This year’s top 50 CIO list will be judged by some of Australia’s leading IT and digital minds. Our illustrious judging panel in 2017 includes the Australian government’s former chief digital officer and now Stone & Chalk ‘expert in residence’ Paul Shetler; and former Microsoft Australia MD and now CEO, strategic innovation at Suncorp, Pip Marlow. Nominate for the 2017 CIO50 CIO is taking a look back at last year's top 25. Today, we profile Hilda Clune, chief information officer at PwC Australia who took the number 19 position in 2016. Read Hilda's story below: #19: Hilda Clune, chief information officer, PwC Australia In coming months, PwC is moving to new locations in Melbourne and Sydney following the recent move in Brisbane.
Cloud and new way of working Virtual a reality, machine learning and data. A look back at last year’s CIO50: #20 Grainne Kearns, Jetstar Airways - CIO. CIO Australia is running its second annual CIO50 list which recognises Australia’s top 50 IT most innovative and effective IT chiefs who are influencing change across their organisations. This year’s top 50 CIO list will be judged by some of Australia’s leading IT and digital minds. Our illustrious judging panel in 2017 includes the Australian government’s former chief digital officer and now Stone & Chalk ‘expert in residence’ Paul Shetler; and former Microsoft Australia MD and now CEO, strategic innovation at Suncorp, Pip Marlow. Nominate for the 2017 CIO50 CIO is taking a look back at last year's top 25. Today, we profile Grainne Kearns, the former chief information officer at Jetstar Airways who took the number 20 position in 2016. Read Grainne's story below: #20: Grainne Kearns, former chief information officer, Jetstar Airways In an industry made up of long-established, iconic brands, Jetstar Airways is the relative young upstart in the airline market.
High flying aims George Nott. To Work Better, Work Less. How to Build Your Momentum and Use it to Accomplish Your Photographic Goals. The following two tabs change content below. William Petruzzo is the owner of Petruzzo Photography, an outfit offering wedding and commercial photography in the Maryland, DC and Virginia area. He is also the cofounder of ChirpWed, where he trains photographers to shoot weddings. Most people who are successful at whatever they do, are good at goals. Setting them and meeting them. The more frequently and quickly that happens, usually the more successful that person is in whatever they’re trying to do.
This is momentum. “There are moments in this process of growth when you achieve a level of competence in which you finally know for sure that you can create. As we meet our own goals, we also, in a sense, prove to ourselves that we are capable of accomplishing our goals. As we progress along whatever path we are on, we are always in a similar routine. But momentum is built when we move from one goal to the next. Stopping & Then Starting Again Get a Running Start Momentum from the Small Stuff. 14 Things You Better Love Before Becoming an Entrepreneur. Shachar Gilad is the Founder/CEO of SoundBetter – the leading marketplace for music production services. Imagine somebody asked you to write on a piece of paper the things you love doing. If what came to mind was “partying, hanging out with friends, going to the beach, meeting new people, traveling,” you might ready to go on vacation or spring break.
If on the other hand, you wrote “learning, making decisions, listening, risk, selling, working hard and building something from nothing,” you might be ready to be an entrepreneur. In my experience, I learned about the less glamorous yet truly valuable things entrepreneurs do with their time. So if you’re thinking about starting your own company from scratch, here are the things you better love – or at least learn tolerate on a daily basis. 1.
Building a team is key to success. You are competing with other talented startups and, more importantly, with big companies and their large budgets for a scarce resource. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Here's a note from your employer for your brand new job : pics. 9 Reasons To Think Twice Before Starting Your Own Company. I was at a recent Ellevate Network event featuring a pretty prominent entrepreneur who runs a VC-funded startup that’s gaining some real traction. In other words, she’s "living the dream. " Someone in the audience asked her whether it was fun to be an entrepreneur. She paused before answering. "No. Not really. " I can relate. In addition to owning the Ellevate Network, I’ve recently announced a Series A raise for a new business, Ellevest, a digital investment platform for women.
The truth is that being an entrepreneur is harder than running Merrill Lynch—and I should know, having run Merrill Lynch. Sure, it’s great not to have to attend those operational risk committee meetings and sit through a page-by-page review of a 226-page deck on the subject. 1. Really humbling. 2. And they take longer than you can imagine. In fact, even a slow yes can put you out of business. 3. Hiring people is always hard. And is it just me? And then there have been some others. 4. . . . 5. 6. 7. 8. 9.
Leading Without Coercion - TheStreet. NEW YORK ( TheStreet) -- I asked, "Where are Asia's global companies? " Why is it that a region with such strong manufacturing capabilities is lagging in building global businesses? There are myriad reasons, but two stand out. The first is English. Asian languages are very different. For most Asian companies, conducting operations in English is a monumental task. But the biggest challenge to global success is moderating the coercive leadership style common across Asian cultures. Coercive leaders tell followers what to do. You see Jim Cramer on TV. A guide to winning the customer service cancellation phone battle. AOL VP Ryan Block’s cancellation nightmare phone call with Comcast’s customer service went insanely viral this week, drawing a contrite canned response from Comcast’s public relations group and likely resulting in the firing of the overly zealous customer service employee who badgered Block for 10 solid minutes about his request to terminate service.
Unfortunately, Block’s experience is far from unique. Putting aside the Comcast representative’s hilariously insensitive tenacity ("This phone call is a really, actually amazing example of why I don't want to stay with Comcast," Block said at one point), terrible phone-based customer service is standard operating procedure for most companies. There is some delicious irony in the fact that Block is an AOL employee, since AOL’s ludicrous and borderline-abusive customer retention tactics are the stuff of legends. Why do companies like Comcast and AOL make it so hard to pull the plug? Taking advantage of your agreeability Fighting dirty. The ugly story of Dick Smith, from float to failure. Early last month, the Senate announced an inquiry with terms of reference that cover the collapse of Dick Smith Electronics. There is a lot for senators to pore over in the float and failure of Dick Smith. In economic theory, the failure of this Australian retailer is consistent with a dynamic economy.
Businesses that do not utilise economic resources as efficiently as competitors fall by the wayside. Unfortunately, the failure is also associated with a series of ugly looking events that are inconsistent with an efficient market. The Senate now has a good opportunity to consider issues that make Australia seem like a nasty place to invest in shares including: Shares float information sinks On 26 November 2012, Anchorage Capital purchased the Dick Smith business from Woolworths for A$115 million.
Divergent financial information surrounds Woolworth’s sale of the Dick Smith business to Anchorage. Subsequent financial information concerning inventory appears to have been untimely. Cracking McKinsey: How to Write a Book About One of the World's Most Secretive Companies - Jack Flack. An interview with the author of The Firm, a new book about the global management-consulting giant How do you get one of the world’s most secretive business organizations to cooperate with the writing of a book that promises to air plenty of dirty laundry?
Apparently, a nod from Jamie Dimon doesn’t hurt. In a conversation with business-spin watcher Jack Flack, author Duff McDonald explains the unique challenges of writing The Firm, a full history the inner workings and impact of McKinsey & Company. JF: McKinsey is well-known in corporate circles but less so among the general public. What interested you enough to take on a book? DM: It was Jamie Dimon's idea, in a way. JF: So how do you research a book on an organization that is actually famous for its secrecy? DM: The same way that you'd research any topic. JF: Given McKinsey's reputation for secrecy, what was your research strategy? DM: I spent some time gathering straw before I contacted them - three or four months. JF: How about McKinsey?