Stories about: Coopers & Lybrand

Ogilvy & Mather Worldwide has a tradition of jumping on technologies early. The New York-based advertising agency was in the vanguard of virtual private network use, and by 2003, Web services were active on the company's network. Some might say that Ogilvy's IT group violates an unwritten IT management rule that cautions against investing in nascent technologies too soon.

As companies increasingly seek employees who can straddle the line between business and IT, even the roles of traditional CIO and CTO positions are changing. In the past, a CIO could punch his or her ticket by spending a certain number of years in application development, a few years overseeing infrastructure, another few managing outsourcing, and so on, says Paul Groce, a partner at Christian & Timbers, an executive recruiter. Today, companies are looking for techies who can use IT to help them reinvent their businesses.

K&S Group's IT Manager Brian Wharton shares his IT experiences with Computerworld's Sandra Rossi.

In September, the Boston Stock Exchange appointed Mike Curran as its first CIO to handle an increasing number of technology projects focused on disaster recovery and customer services. Curran had already held a number of senior positions at Zurich Scudder Investments Inc., most recently as chief operating officer of its international business unit.

Hewlett-Packard Co.'s proposed acquisition of PricewaterhouseCoopers LLC (PwC) is seen as the sort of bold move the company needs to craft its image as a complete solutions provider and make up lost ground in the professional services business.

Consulting Demonsby Lewis PinaultHarper Collins Publishers, New York City, 2000, $26

Overcoming the reluctance to treat electronic documents in the same manner as their paper counterparts is one of the main obstacles of business-to-business e-commerce, says one user.

An electronic-banking channel provides a bank with a low cost offering that the financial institution can leverage to target at low-value customers.

Never has the gulf between IS and senior management been more evident than in dealing with the year 2000 problem