The CIO Strategy Exchange is a small and highly selective multi-sponsor program for chief information officers from the most forward-looking companies. Every business sector is represented except computing and communications (excluded to avoid potential conflicts of interest). Through its two 25 person sections, CIOSE members stay informed about current trends and forefront achievements in technology, best practices and business trends. Networking with recognized peers assists this exchange.
About Us
MEMBERSHIP
The members are the best and brightest CIOs from companies like American Airlines, Bechtel, Boeing, Caterpillar, Disney, JPM Chase, Shell, Colgate, Dow, ExxonMobil, FedEx, GM, Goldman Sachs, Honeywell, McDonald's, NY Life, Pfizer, P&G, State Farm, Wal-Mart, etc. The exceptional quality of the actively participatory membership and the prohibition against attendance by substitutes is the cornerstone of the CIOSE value proposition.
The CIO Strategy Exchange adheres strictly to best practices in avoiding conflicts with anti-trust and competition laws.
MEETINGS
Forums for these exchanges include two meetings a year per section, held alternatively in New York and California. The productivity of these sessions is facilitated by the research, the directors, the thought leaders and most importantly the membership itself. in addition, ad hoc exchanges are available on the topics of interest to a specific member.
CIOSE discussions are guided by the firm’s partners in collaboration with the partners of Kleiner Perkins Caufield and Byers, the premier venture capitalists. Together, they bring unparalleled experience into the issues of IT governance and opportunities.
RESEARCH
CIOSE produces pithy and articulate papers on a variety of topics including the CIOs evolving management span, edge technologies, rearchitecting IT, outsourcing and off-shoring, the virtual office, collaboration, cyber-security, clouds, SaaS and the mobile Internet. The papers gain enormously in depth and relevance from the active involvement of the membership. And they form the basis for energetic discussion at the meetings.
THOUGHT LEADERS
The range of guests includes the CEOs of major industry firms: Steve Ballmer, John Chambers, Michael Dell, Larry Ellison, Mark Hurd and Sam Palmisano have all participated, several repeatedly. But the intimacy and the caliber of the members is the differentiator, permitting a freewheeling and frank discussion on issues of mutual interest. Also critical are the CEOs of especially innovative companies like Akamai, Google and Wikipedia who provide a perspective on the most promising areas of IT innovation. And finally, we invite leading academics to address a variety of relevant business topics including China, India, collaboration, economics, education and demographics.
Partner Bios
Director
Director
Director
Naomi O. Seligman
Naomi is a Director of Oracle, Akamai Technologies and Dun and Bradstreet. She is also a Trustee of the Boston Science Museum. She was the co-founder of the Research Board, a private sector institution sponsored by one hundred CIOs from the largest companies in North America and Europe. She received a B.A. with high honors from Vassar College and a graduate degree from the London School of Economics.
Ernest M. von Simson
Ernie is a Director of Arcsight, BDNA, Optaros, and advises several other private technology companies. He was co-founder of the Research Board where he directed the professional staff examining the evolution of business models, advanced technology, business applications and IT best practices. He holds a B.A. from Brown University and an M.B.A. from New York University. His articles have appeared in the Harvard Business Review, Computerworld and Fortune. He is also the author of The Limits of Strategy which recounts recurring turmoil in the the IT sector (see below.)
Abigail Kramer
Abby was previously CEO and co-founder of Empact Solutions, a service level monitoring company directed at outsourcers and web exchanges. Before that, she was a partner at the Research Board where she directed the Technology Infrastructure Board. She graduated cum laude from Wellesley College and attended the London School of Economics.
The year 1992 was a killing year for four major computer companies. Are the deadliest changes unavoidable because strategy is too easily thwarted by cluster bombs like technological velocity, cultural inertia, obsolete business models, executive conflict and investor expectations? The underlying theme is company transitions in the face of massive change in markets, technologies or business models.