Best 136 quotes in «information technology quotes» category

On the first day of a college you will worry about how will you do inside the college? and at the last day of a college you will wonder what will you do outside the college?

Only by putting all fresh views out there to provoke “diversity of thought,” can IT possibly enact or act as a catalyst for change.

Organizational success comes when IT and business act from “IT vs. business” to a true partnership with high scalability, speed, and significance.

Practicing entrepreneurship in IT starts with the outlier leadership and builds an innovative culture - the collective attitude to experiment better ways to do things.

Running a highly collaborative IT organization means how to leverage information and technology for providing tailored business solutions that will improve performance, responsiveness, and maturity.

Running an “ultra-modern” IT organization starts with the advanced thinking of today’s digital leaders.

Running faster IT is the prerequisite for running a digital adaptive and high mature digital business.

Running IT as a business begins with understanding the true business needs, strengthens the weak links in the organization, and improves the business top-line business growth.

Running IT as a business is about focusing on innovation, growth, and tangible performance result.

Organizations rely more and more on information and technologies; the IT department has more and more to overcome in running at the digital speed.

Outside-in IT performance perspectives and outcome-based measurement practices are important to improve IT maturity and focus on the performance of the entire organization.

Prepare, listen, question, and participate. IT plays a critical role in taking the organization to the next level of digital maturity.

Quality management ensures that an organization, product, or service is consistent, effective, and meet customers’ expectation.

Reinventing IT starts with rebooting leadership mindsets following by retooling IT management and training IT staffs with digital fluency.

Running a budget-smart IT organization takes principle, discipline, methodology, and practice.

Running a real-time digital IT organization means high-responsiveness, high intelligence, and high performance.

Running a niche player IT means IT is agile enough to adapt to changes and nimble enough to ride above the change curves; IT is the business competency.

Running IT as the digital energizer is about accelerating business performance, unleashing business potential, and nurturing collective creativity.

Running digital IT takes interdisciplinary practices and keeping IT fit requires a systematic approach.

Running IT as the business, IT performance has to be clearly linked with the business performance.

Search engines finds the information, not necessarily the truth.

Software quality begins with the quality of the requirements.

Software testing is a sport like hunting, it's bughunting.

Take multi-phased approaches to building a more transparent IT for achieving people-centricity.

Take multi-phased approaches to build transparent IT for re-energizing its value proposition and unleashing its full potential.

The business engaged CIO is a proficient digital leader to run proactive IT and keep navigating through the rough sea to earn its spurs.

The board’s IT investment review and strategy oversight help to fill the blind spots and bring the new perspective on improving information system effectiveness and efficiency.

The digital connectivity and IT consumerization bring both challenges and opportunities for IT to improve digital readiness and maturity.

The CIO role has never been just about managing the status quo, the digital shift for IT is to become an innovative and effective business solver.

The digital IT should follow the well-defined set of principles: Order over control; innovation over status quo; people over process; and the business as a whole over the functional silo.

The digital IT is no longer an isolated support function. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, as an enabler, a facilitator, and a digital conductor.

The focus of digital IT needs to provide business capabilities, not just services or solutions.

The focus of social media’s business model must shift from content engagement to content quality.

The history of irregular media operations is complex and fractured; generalizations are difficult. Yet it is possible to isolate three large and overlapping historical phases: First, throughout the nineteenth century, irregular forces saw the state's telecommunications facilities as a target that could be physically attacked to weaken the armies and the authority of states and empires. Second, for most of the twentieth century after the world wars, irregulars slowly but successfully began using the mass media as a weapon. Telecommunications, and more specifically the press, were used to attack the moral support and cohesion of opposing political entities. Then, in the early part of the twenty-first century, a third phases began: irregular movements started using commoditized information technologies as an extended operating platform. The form and trajectory of the overarching information revolution, from the Industrial Revolution until today, historically benefited the nation-state and increased the power of regular armies. But this trend was reversed in the year 2000 when the New Economy's Dot-com bubble burst, an event that changed the face of the Web. What came thereafter, a second generation Internet, or "Web 2.0," does not favor the state, large firms, and big armies any more; instead the new Web, in an abstract but highly relevant way, resembles - and inadvertently mimics - the principles of subversion and irregular war. The unintended consequence for armed conflicts is that non-state insurgents benefit far more from the new media than do governments and counterinsurgents, a trend that is set to continue in the future.

The full digital potential of the business cannot be unleashed until IT is empowered to create differentiated business advantages.

The goal of running high performance IT is to make improvement in business fundamentals and achieve high-performance business results in the long term.

The high caliber IT organization is at an inflection point to orchestrate critical business processes, tools, and products to drive digital transformation from strategy to deployment.

The information age is converting a human from loving to logical and replacing his peace with the pain.

The pervasive changes or IT consumerism require the balance of “old experience” and “new ways to do things” the “learning and doing” continuum.

The payoff of IT digital transformation is not just for the quick win, but to build the long-term business competency.

Running proactive IT goes beyond business and IT alignment, more about IT-business engagement.

The role of digital IT is to identify and blend the ways that information and technology can assist and shape the future of business by linking all important business aspects and key ingredients.

The quality check of IT management is to ensure IT is the enabler and even a game-changer of the digital transformation.

The role of digital IT today must become the lubricant to fine-tune digital continuum, a solutionary to business problems, and an optimizer for business processes and capabilities.

The role of IT today for many organizations is a business solutionary and the constructor of business competencies.

To gain digital insight and lead business transformation effortlessly, the digital board directors need to become more information savvy and IT friendly.

Travelling the road will tell you more about the road than the google will tell you about the road.

Trekking means a travelling experience with a thrilling excitement.

T stands for Technology - not trauma

The priority for today’s CIO is to genuinely position IT as an integral and inseparable part of the business as the “digital whole brain.