• Michael Baer (Arizona State University): building a culture of accountability
• Didier Bonnet (IMD): corporate innovation in the digital age
• Michael Goul (Arizona State University): next generation IT governance
• Terri Griffith (Simon Fraser University): leveraging AI from the bottom up
• Kristian Hammond (Northwestern University): cognitive computing
• Nigel Melville (Northwestern University): API adoption
• Peter Vogel: 10 commandments of IT contracting
• Michael Wade (IMD): exploring digital/IT leader tensions
• George Westerman (MIT): building digital-ready culture in traditional organizations
• Barbara Wixom (MIT): creating competitive products with analytics

As a Chapter Meeting Sponsor, you get:

·        Recognition and showcased as a SIM Meeting Sponsor at the specific Austin-SIM Chapter Event with spotlight introduction and dedicated presentation time (10 min max please), ideally with a “mini testimonial” (confidential to this group) by a SIM member that has used your company’s product or service.

·        Friend of SIM Austin recognition with corporate logo and hotlink on SIM Austin website.

·        Two Attendee passes to distribute internally or provide to key customers for the SIM Austin event you sponsor.

·        Opportunity to meet & talk with SIM members during the happy hour prior to the event kickoff.

·        Distribution of YOUR COMPANY brochures and other marketing items at the SIM Austin chapter event registration table.

•  Sign on the course, registration table, at dinner, website

SIM Enclave - 30 Dinners

SIM TechExec 2023 - Conference Gold Sponsor

SIM Chapter Leader Summit & SIM Women Leadership Summit Sponsor - 2024

SIM Shared Interest Group (SIGs) Engagement

Many organizations aspire to become more globally efficient by enhancing economies of scale and scope, and improving the sharing of knowledge and best practices across the enterprise.  Yet, the journey they take to reach these goals presents many challenges.  Organizational systems, processes, and IT need to be standardized and rationalized, which can lead to significant disruption.  Successfully navigating this disruption may lead to greater global efficiency, but this, too, may come at the cost of local flexibility.  The Advanced Practices Council report, "Anchored Agility: How to Effectively Manage the Balance between Local Flexibility and Global Efficiency," describes how organizations can simultaneously balance responsiveness at the local level with efficiency and control at the global level.  The optimal configuration of IT-enabled processes and systems plays a key role in this journey. 

The report draws on successes and failures at twelve large global organizations as they navigate the journey from relatively siloed structures to what the authors refer to as anchored agility - balancing local flexibility with global efficiency.  The researchers capture the lessons in five guiding principles:

1.            Start with processes before moving to data and then IT

2.            Implement and strategy of smart piloting

3.            Ensure top management support: from push to pull

4.            Institute strong and robust governance

5.            Sequence functionally from back to front office.

After extensive research of enterprise crowdsourcing, Erran Carmel and his colleague, Evgeny Kaganer, conclude that when there are imbalances between business needs and internal resources to meet those needs, organizations - particularly large ones - rely on crowdsourcing. In 2014, employers worldwide spent between $2.8bn and $3.7bn on enterprise crowdsourcing. Carmel and Kaganer describe the key challenges and how organizations are addressing them, and then make predictions for the future.

In this report, Michael Goul documents emerging good governance practices and presents an Analytics Capability Reference Model that does for predictive analytics what COBIT, ITIL, and CMMI did for processes, infrastructure, and capabilities.

• Focusing on metrics that matter
• Discussing IT metrics in business terms
• Influencing others to take ownership of metrics and improvements
• Move to more value added segments of the portfolio
• Using metrics to complement relationships.

The metrics in the report vary in scope from those that focus on internal IT operations and projects to those that capture the contributions of IT to business performance and innovation. The report concludes with examples of how CIOs could apply different types of focus in their firms.

The cases in this report describe successful cultural changes in five APC member companies: Allstate Insurance, Bristol-Myers Squibb, ComputerAid, Constellation Brands and Verisk Analytics. In two cases, the change focus was principally the IT organization. ComputerAid formalized its internship program in order to acquire and train top talent at very low risk and cost. Allstate Insurance transformed the IT organization in order to improve accountability and alignment with business partners. In the other three cases, the change focus incorporated both the IT organization and its business partners. Constellation Brands created a mobile dashboard for sales people's tablets that not only helped them analyze profit, identify distribution gaps, and influence distributors, but also increased business demand for information. Verisk Analytics implemented agile development in order to increase the speed of delivering IT systems while improving system quality and new revenue opportunities. Bristol-Myers Squibb created a small team to focus on improving analytics and educating business units to rise above their silos to value and leverage enterprise analytics.

Although the objectives differ in each change project, outstanding leadership is a critical success factor that emerges from each. Marshalling resources to solve a problem or seize an opportunity, these leaders had a laser focus on execution and the expertise to follow through to desired results despite challenges.

In these cases, APC members and their management teams excelled in four areas of leadership in order to accomplish effective cultural change. First, they provided outstanding leadership of people. Second, they provided technological leadership by leveraging new technologies. Third, they engaged stakeholders in meaningful ways. Finally, they managed change intentionally.

To answer these questions, we interviewed six CIOs who recently left their roles in major corporations, two of whom were promoted to COO. All were active in the Advanced Practices Council of the Society for Information Management for many years.

Wearable devices connected to the Internet are enabling organizations to elevate capabilities, improve performance, and create new services. "Extending Business Value Through Wearables," created for the Advanced Practices Council, presents frameworks that IT executives can use to explore opportunities for leveraging wearables in their organizations. These frameworks integrate connected devices and people into the Internet of Everything.

Oct 6th Sponsorship

Oct 6th Roundtable Discussion Sponsorship

Room Facilitator - permits 2 representatives to lead a discussion on the tech/leadership topic of your choosing.

Oct 6th Sponsorship

Oct 6th Sponsorship

Please disregard the "sign in for your pricing" note!