JDResources, Inc. (JDR) is expanding our executive technology talent offerings to the US west coast by offering a new set of Information Technology (IT) leadership services provided by our pool of experienced Chief Information Officers (CIO) and Chief Technology Officers (CTO).  Over the years, JDR has been providing interim CIOs and CTOs for companies that need strategic business leadership combined with strong, hands-on technology experience.

Now, JDR clients will be able to choose specific CIO leadership services.  Such CIO services include Business Transformation, Mergers and Acquisitions, agile Business Intelligence, Security & Compliance, Enterprise Architecture, institution of PMO , IT co-sourcing, IT organizational composition, cloud computing initiatives & delicate SaaS  transitions, and much more.

JDR is pleased to announce that Dean Samuels will be leading the development and operations of these CIO services from San Francisco, CA. Recently as CIO at Genesys Telecommunications, Dean led the IT business transformation and information technology integration with Alcatel-Lucent, and leveraged IT to provide improved value from services to employees, partners, and customers.

There is a unique balance between JDR, our clients and our people.  In all the years of market growth and change, one thing has remained the same – JDR provides dedication and exceptional customer service.   A commitment to high performance and unsurpassed industry knowledge, personal service, confidentiality, and ethical, professional standards is the reason that our clients continually utilize all of our services and refer us to their trusted business associates and colleagues.

Founded in 1987, JDResources provides specialized consulting, permanent staffing, outsourcing, and C-level Executive services for Management, Technology and Supply Chain talent requirements.  Our mission is to understand your business initiatives, and make those initiatives successful by supplying the resources you need in a timely and cost-effective manner.  Over the past twenty-three years, JDR has cultivated an extensive network of diversified professionals that provide a broad array of expertise.  Our firm has a unique blend of European precision and American assertiveness enabling us to provide the very best people for our clients’ important positions.

JDR is providing a variety of CIO and IT leadership services to its customers to increase competitive value to the business and lower IT costs. To learn more about these attractive CIO level services from JDR, please contact Jill Herrin at (901) 753-0500.

Making Transformation Happen

Because we are in the business of providing products and services that make incredible service experiences happen, we are in a fortunate position to assist our forward-thinking customers in achieving their CIO-sponsored, IT-powered business and cultural transformations. Likewise, as with our customers, we leverage these same technologies to achieve our own transformational business goals and improve services to our employees, partners, and customers.

Given today’s economy, limiting the CIO to purely an operational function is not an option. Companies must embrace the innovations CIOs are uniquely positioned to deliver and capitalize on the strategic breakthroughs made possible as they truly create the Dynamic Enterprise.

If you’d like to read the full article, you can also find it at

http://cioleadershipcenter.com/images/Alcatel-Lucent_CIO_Business-Transformation.pdf

CIO Strategies Influence Our Business and Our Customers

The Alcatel-Lucent family of companies possesses a unique set of strengths where strategic CIO leadership may contribute to business transformations in multiple ways:

CIO Leadership internally – (AT CLIENT COMPANY) within, and across our greater family of Alcatel-Lucent companies, to lead collaborative transformations enabling creative innovation of better products and services for our employees, partners, and customers.

CIO Leadership externally – (FOR CLIENT CUSTOMERS) as we deliver solutions and services that enable their transformational CIO strategies toward collaboration, communication, and creativity for their business.

From the illustration above, you can see that there is an interesting correlation between CIO strategies within our own company and those of our customers. As with our own company, the stratified forces of transformation also drive initiatives within our most progressive customers. Strategic CIO leadership, when combined with the right tools of collaboration and communication, can incite cross-organizational synergies. Stimulating a culture of transformational change makes relational creativity and collective innovation possible, especially in areas related to designing and delivering hospitality-quality services to customers.

The final part- Part Six- of this blog post to follow…

If you’d like to read the full article, you can also find it at

http://cioleadershipcenter.com/images/Alcatel-Lucent_CIO_Business-Transformation.pdf

Strategic CIO-Sponsored Investments Make Service Transformations Possible

Elevating the new CIO from what has typically been an IT operations management function into a business-enabling role can inspire the creative, collaborative cultures that make incredible service experiences happen. In today’s highly competitive business climate, where all business must compete skillfully for our customers’ attention and loyalty, it’s essential to invest “strategically” in technologies that make better service possible. The new strategic CIO’s unique insight into both business and technology allows, at an executive level, an improved perspective for choosing IT investments that yield the highest impact on achieving the goals of the business. However, in many companies today, the old cost-centered financial model has not yet evolved to fund the strategic IT investments that enable the type of cultural and service transformations needed to compete in this new business era. During budget season, there is usually competition for funds to support strategic growth initiatives. If the business-savvy, technology-aware CIO is not at the table, then timely opportunities for service, innovation, and productivity will be forfeited and the business culture cannot transform.

Part Five of this blog post to follow…

If you’d like to read the full article, you can also find it at

http://cioleadershipcenter.com/images/Alcatel-Lucent_CIO_Business-Transformation.pdf

Productivity + Creativity + Collaboration = Transformation

A CIO who can introduce technology services that enable people to be more creative will be more strategic than one who does not. When it comes to connecting the dots to transformation, many, if not most CIOs spend a great deal of their time looking for opportunities to enhance individual employee productivity and streamline operations. This focus certainly delivers on the promise of achieving results better, cheaper and faster. But it is more akin to updating processes than engaging in meaningful transformation. Some CIOs spend a portion of their time helping employees become more creative. This can be done by ensuring broader access to the information resources they need at the time and place of their choosing – an essential element of the Dynamic Enterprise.

However, a new generation of strategy-oriented CIOs can do all of these functions and more. They invest their time producing platforms that harness technologies which enable teams of people (including employees, partners, suppliers and customers) to creatively collaborate. It is from this level of activity and investments that true and meaningful innovation result in fundamental transformation.

Part Four of this blog post to follow…

If you’d like to read the full article, you can also find it at

http://cioleadershipcenter.com/images/Alcatel-Lucent_CIO_Business-Transformation.pdf

Transforming Business Culture into Creativity, Collaboration, and Innovation

There is an emergence of Boardroom-level recognition of having a technology-grounded, business-savvy CIO leader as a competitive advantage – to facilitate innovation of new products and services that are attractive to customers. To inspire higher levels of innovation in an organization, it is essential to leverage communication and collaboration technologies that enable people to work better together, produce more, and deliver “hospitality-quality” service experiences for customers.

There are several levels at which a CIO can play a critical role in cultural transformation. One traditional way is to listen to colleagues across all business units, then translate their input into a technology strategy that supports their collective needs. However, although valuable, this is still somewhat operationally focused. A more strategic role would involve the CIO, teaming with peer executives, to infuse technology-powered business objectives at conception. In these early, gestational stages of business strategy formation, a strategic CIO can introduce unforeseen opportunities made possible by emerging technology developments – some of which may be only perceived by the CIO – offering recommendations to the executive team, or perhaps even consideration of new business models.

Part Three of this blog post to follow…

If you’d like to read the full article, you can also find it at

http://cioleadershipcenter.com/images/Alcatel-Lucent_CIO_Business-Transformation.pdf