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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.
But the entire process will need to be reinvented in order to make full use of the technology, says Monteiro. 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.
Paul Wright is dealing with management dynamics that, although outside the usual realm of technology leadership, are nonetheless confronting CIOs more often. More specifically, he’s balancing how to get work done as some workers contend with extreme circumstances that impact their ability to do their jobs. Juan Orlandini.
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
The world has flipped since 2022,” says David McCurdy, chief enterprise architect and CTO at Insight. You now have the ability to jump over processes that have existed for years, sometimes decades, because of generative technology.” Then gen AI came out. This is where large language models get me really excited.
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?
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