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Contributed Articles

Tips for Speaking Like a Business Strategist

The message is coming in loud and clear from every corner of the tech and business sectors, from every career coach, hiring manager and trusted peer: IT pros who are serious about advancement need to think and speak strategically. Keeping the lights on? Yawn. Transforming business processes? No-brainer. What organizations need in an IT leader now is a business strategist who can serve as a trusted colleague of, rather than merely a tech adviser to, C-suite executives.
[Full Article]   Feb-11-2014

 

Transforming Your Contact Center to a True Profit Center

Is your contact center an asset or expense? The costs of running an efficient, multi-channel contact center can be daunting. But with the right strategy and tools, you can turn that expense into a profit-producing asset that boosts sales and customer satisfaction at the same time. Recognizing the value of contact center agents is one key to success.
[Full Article]   Feb-05-2014

 

15 Tips on Contact Center Scheduling

One of the call center manager’s most important tasks is to create a schedule that balances agent needs vs. call center capabilities, while accounting for such variables as shrinkage and exceptions. Easier said than done? Not necessarily – the right workforce management system streamlines the process and provides more consistent, accurate data
[Full Article]   Feb-05-2014

 

How Newly Appointed CIOs Take Charge

The transition for any executive into a new appointment is a challenge. This transition for the newly appointed Chief Information Officer (CIO) is especially so given the breadth of their responsibilities. The CIO not only manages the delivery of IT services and projects but must be viewed as a legitimate business leader in order to influence strategic decision-making. This article reports on a study that explores the experience of CIOs taking charge of a new appointment.
[Full Article]   Feb-04-2014

 

How to Break the Cycle of CIO Turnover

For chief executive officers, the selection and retention of a skilled CIO has never been more critical. At many companies, however, a number of factors—including limited succession planning, the choice of reporting lines, and a lack of buy-in from key stakeholders for major IT projects—can make it difficult for the CIO to perform effectively, leading to a tenure shorter than those of other C-suite executives. Study results reveal some steps chief executives can take to ensure that their information officers and IT professionals are set up to succeed.
[Full Article]   Feb-04-2014

 

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