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Last summer, a faulty CrowdStrike software update took down millions of computers, caused billions in damages, and underscored that companies are still not able to manage third-party risks, or respond quickly and efficiently to disruptions. It was an interesting case study of global cyber impact, says Charles Clancy, CTO at Mitre.
We have to look at how we interact with colleagues and how we interact with AI, he adds. Theres too much attention on AI for code development, which is actually just a fraction of the whole software development process. Nobody wants to be hired or fired by a machine that has no accountability.
Taking a wait-and-see attitude toward generative AI carries significant risks as well, including losing staff and customers to more nimble competitors, and falling behind when it comes to understanding how to use the new technology. Insight has a partner contractmanagement team that looks closely at vendor agreements. “If
In July, New York City started enforcing new rules about the use of AI in hiring decisions. The world has flipped since 2022,” says David McCurdy, chief enterprise architect and CTO at Insight. Although written before gen AI, it has provisions that apply but it’ll most likely go through modifications before going into effect.
How can you address this challenge? The most obvious answer is pay a premium for the best talent, or hire consultants with modern skills. How can you address the skills gap if you can’t afford to hire a bunch of new employees? How can you deal with this challenge? How can the modern CIO tie everything together?
Regardless of the nature of the projects and deliverables, or whether customers are internal or external to the organization, CTOs and now CIOs recognize they must provide continuous value if they are to stay relevant, says Phil Purdy, acting CTO of Australian-based IMRnext. People perceive it as the enemy of thoughtful planning.
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