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Paying Customers for Personal Data: How Far Should CEOs Go?

Capturing actionable data about customers and prospects can help companies achieve the holy grail of marketing—sending the right message to the right customer at the right time. But one company—John Hancock Insurance—has stretched the bar a little farther in achievement of that goal, and its new initiative will catch the attention of CEOs in many industries.

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A CEO Blueprint: What to Do if Your Company Is Cyberattacked

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Since the Target breach more than a year ago, we at Chief Executive have gone to great lengths to make it clear to CEOs that cybersecurity is now their responsibility. We’ve emphasized that they need to be fully up to speed on their company’s protective capabilities and emergency response plan, to ensure the systems are strong enough to keep hackers out and to ensure that they themselves can adequately answer all questions on the topic from board members, shareholders and the media, both during quiet times as well as after an attack. This article is a thorough blueprint that can help fulfill both those goals by fast-tracking CEOs’ cybersecurity learning process.

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How to Measure the Value Your Company Is Getting From its IT Spend

IT continues to command enormous budgets, and the figures are only rising, according to Gartner. Enterprises in the banking and finance industry allocate 6.5% of revenue toward IT, and software and Internet companies spend nearly 7% of revenue on tech. And according to a recent SIM IT Trends Study, nearly 65% of U.S. organizations reported an increase in IT budgets in 2014.

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Mobile Security Tips Every CEO Should Know

Every CEO knows they must have mobile-specific security policies to reduce security risks, particularly among those who bring their own devices to work; but how many CEOs are spearheading the direction of those policies, or even understand what their company’s policies are?

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Making Technology Work: How to Corral Your Runaway IT Projects

Information technology project failures cost companies millions in new technology expenses, manual workarounds, additional customer service and reputational damage. What’s more, failure rates are high. A look at three IT undertakings that went massively wrong offers some insights into what CEOs and companies can do to spot runaway projects early and take steps to get them back on track.

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