Sapoznik remembers just such a scene while shadowing a call-center agent at a “very large” company (he won’t name names), watching the worker navigate a “Frankenstack” patchwork of software, entering a caller’s information into six different billing systems before locating it.
I recently had an opportunity to poll about 100 global CIOs as to where their businesses stand at the moment and their feelings about the outlook for the near and medium term. Their sentiment, on average, was cautiously optimistic.
In industries where data is key to gaining competitive advantage, artificial intelligence and machine learning have become necessities. This is most definitely the case in the oil and gas industries as market demand waxes and wanes for critical resources we’ve come to depend on.
Unlike most firms where the majority of IT talent resides in the IT department, at a tech-centric firm, engineering talent is everywhere, and CIOs must collaborate with colleagues who, at times, think they could do the CIO job better than the CIO. Facebook's CIO has found a way to differentiate IT.
While we don’t know what the fall semester will dish out, we do know that it will be different, it will feel uncomfortable and, at times, it may seem untenable. This is not a drill, IT. We are ready for this challenge.
Whether it's in person, online, or over the phone, customers don't enjoy waiting in queues. But there are some straightforward tactics that businesses can employ to make queues a tolerable nuisance in the customer experience, rather than a defining characteristic.