For 30 years, companies have sought to outsource and offshore IT as a way to reduce costs and/or quickly improve performance. Mega-deals were done in the ’90s and then, after that market was saturated, lesser deals ensued.
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.
When Gregg Steinhafel, Target’s CEO since 2008, abruptly resigned in May, the company’s recent weak financial performance clearly factored into the change. However, the massive
While most CEOs realize that computers have produced significant productivity, many remain frustrated with their company’s Information Technology activity due to: 1) Poor communication, 2) Persistent Unresolved Difficulties; and 3) Surprises.