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 Aetna, Alcoa, Boeing, BP, Disney, Dow, Deutsche Bank, ExxonMobil, FedEx, Fidelity, Ford, GE, GM, JPMChase, Kroger, Merck, MetLife, Pfizer, P&G, Raytheon, Starbucks, Royal Dutch Shell, Toyota, 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 avoiding
any 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 Kleiner Perkins Caufield and Byers partners, 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 centered on innovation and its opportunities for the IT organization. These include reports about how consumerization of IT and global competition influence many customer-facing applications; mobility (from the twin perspectives of both vendor strategy and member applications); big data and data analytics; cloud services, including SaaS; cyber-security including cyber-insights from experts and best practices in sophisticated enterprises. The papers gain enormously in depth and relevance from the active involvement of the membership. And they form the basis for energetic discussion at meetings.
THOUGHT LEADERS
CIOSE meetings include a range of guests, starting with top executives of major industry firms. Steve Ballmer, John Chambers, Marc Benioff, Ginni Rometty, Sheryl Sandberg, Joe Tucci and Meg Whitman have all participated, usually repeatedly. But intimacy and membership caliber are the differentiators, permitting frank dialogue on issues of mutual interest. Also critical are the CEOs of strongly emerging start-ups who provide an unmatched perspective on promising areas of IT innovation. And finally, we invite leading experts to address a variety of relevant and broad business topics including intellectual property protection, education, demographics and global economics
Partner Bios
Director
Director
Naomi O. Seligman
Naomi is a Director of Oracle, Akamai Technologies and iGate. She is also a Trustee of the Boston Science Museum, Vice Chairman of New Leaders and a Board Member at the School of American Ballet. 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 BDNA and Optaros; he also advises numerous 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 Atlantic, Computerworld, Harvard Business Review, and many other publications. He is also the author of The Limits of Strategy which recounts recurring turmoil in the the IT sector (see below.)
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.