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General Dynamics IT (GDIT) had a successful year in 2023, with low attrition rates and $13.5 billion in contract wins. The company's focus on emerging technologies like artificial intelligence (AI) and zero trust, as well as consulting, helped secure several billion-dollar contracts, including with the U.S. Air Force and U.S. Central Command. GDIT President Amy Gilliland emphasized the importance of responsible AI adoption and highlighted the company's internal use of AI for tasks such as proposal reading and employee support. GDIT's future pursuits include driving digital accelerators and offering consulting services to help customers navigate technology roadmaps. The company also prioritizes taking care of its employees and providing technical training to meet their evolving needs. While GDIT has experienced some losses in contract bids, it maintains a high success rate in re-competes and focuses on delivering quality solutions. [Extracted from the article]

The article discusses research illustrating how continued adoption of information technology (IT) innovations can give firms a competitive advantage. The authors discuss corporate expenditures on IT innovations and changing attitudes regarding the value of IT. Data on companies that made innovative use of IT was collected. The authors suggest that firms that were innovative in their IT adoption and usage are persistently IT innovative over time. They comment on how publicity regarding IT innovations can affect managerial perceptions of IT. They make distinctions between opportunistic and systematic IT innovators.

Presents the results of a study on the forecasts of information technology executives on the computer industry in the United States (U.S.) for 2001. Macro-economic factors that could cause executives to re-examine their information technology spending; Issues on network security and privacy; Plans for improving customer relationship. INSETS: Outlook 2001 Methodology, by Helen D'Antoni;Demise Of Dot-Coms Eases IT Talent Crunch.

Reveals that companies that use a combination of electronic commerce best practices, value commitment and investment are realizing returns in terms of more customers, lower costs and market creation. Perception among business and information technology (IT) executives about implementing electronic solutions; Role of IT in the company's strategy; Investments in electronic commerce. INSETS: Buying A Piece Of E-Business: Easatman Invests In Partners;The ASP Approach: Experience Equals New Products;Who Calls The Shots? A New Management Matrix Emerges.

Highlights a global study by Computer Sciences Corp. which indicated that development of an electronic or e-business strategy is the most critical issue facing aerospace/defense executives. Awareness of the vital role information technology will play in the future; Level of management commitment to technology from 1998 through 2000.

The article notes the results of the 2016 IT Audit Benchmarking survey by the firm Protiviti Inc. and the organization ISACA (Information Systems Audit and Control Association), noting opinions on IT audits among executives and professionals.

The article, part of a sponsored section of the issue, offers brief statements from several Canadian high-technology and information technology industry executives on the development of the Internet of Things (IoT) and its potential impact on the industry. Executives include Kurtis McBride of traffic data firm Miovision Technologies, Jasbir Klotia of conglomerate firm General Electric (GE) Canada, and Nav Dhunay of petroleum production technology firm Ambyint.

Surveys senior information technology (IT) managers in the United States regarding their IT spending plans for 1998. Average outlay of the managers for IT spending; Most strategic investment planned for 1998; Expectations for 1998.

Looks at the renewed interest of some Japanese managers in information technology. Statistics on the number of Japanese office workers who had personal computers at their desks in 1993; Movement of managers in Japan to replace desktop computers with modern personal computers driven by American-designed software; Mixed opinions about whether Japanese organizations will accept the new information technology; More.

Presents the results of `InternetWeek' periodical's survey of information technology executives in the United States on the benefits of Internet technology. Percentage of corporations operating a public Web site; Impact of the Web on the operations of interactive advertising firm Greco Ethridge Group; Efforts of companies to expand their Web usage.

The article profiles John Burns, chief information officer (CIO) and managing director of Credit Suisse Group AG. It mentions his accomplishments, hobby and strategies and motivations prior to Burn's job as a CIO and managing director. Burns mentions that being cautious in making one's decision for business change is a negative aspect of an officer.

Reports findings of the fourth annual information technology survey of senior-level professionals by Athabasca University and "CIO Canada" magazine. Statistics on breach of workplace system security, disaster recovery planning, IT management, stress in the workplace, and the outlook for increased IT budgets.

Presents the results of a survey conducted in April 2002 among business technology professionals, on their satisfaction with information technology operations of their companies. Percentage of respondents who were satisfied with the electronic data interchange (EDI) operations at their company; Percentage of respondents who said their companies use EDI products; Percentage of respondents who said the technologies in use across their companies are fully integrated.

Focuses on the survey conducted by WhereNet Corp. among operations managers, engineers and information technology executives about asset management techniques. Use of manual labor in asset management; Latency of inventory systems.

Comments on the investment attitudes of executives towards information technology in the United States. Failure to apply traditional methods of testing and measuring investment's efficacy; Impact of the IT crisis on the Internet industry; Changes of priorities from Internet technology projects to cost-cutting initiatives.

Presents results of a survey which indicate that information technology (IT) managers are still enthusiastic about adopting Windows 2000 Professional Server and Advanced Server editions.

The article reports on the findings of the survey entitled "Document Mayhem in the UK and Republic of Ireland" conducted by the leading enterprise content management company Tower Software Corp. in Great Britain. The survey suggests that middle managers with age over 45 are the most habitual hoarders of documents, files and emails which they are meant to be sharing with their colleagues. The survey also shows that 62% of the middle managers store the data in places other than a shared computer network while 59% of them store the files in multiple locations.

Presents the result of a survey conducted among e-business executives on what has gone wrong with dot-com leadership and what information technology executives can learn from these mistakes. Attributes e-business leaders should possess for success; Key part in every leader's training; Problem with the leadership habits of companies.

Deals with the survey conducted by `Computerworld' magazine among information technology (IT) managers concerning their IT budgets for the year 2001. Rate of respondents who plan to increase their IT budgets; Status of their recruiting budgets; Reasons many IT managers anticipate spending more on security; Percentage of the IT budgets being consumed by e-business.

Focuses on the volunteer work of information technology executives on their respective communities. Don Sunderland, chief information officer of Edison Schools Inc.; Stephen Raye, chief information officer of GeneralCologne Life Re of America; William Webster, vice-president of consumer information management of Bristor-Myers Squibb Co.

Provides information on the census conducted by the London School of Economics on the views of information technology (IT) managers on the contribution of IT to business results. Role that IT will play in defining corporate strategy; Capability of IT to contribute to the company's competitive advantage; Impact of the changes brought by the Internet and electronic commerce; What the survey indicates.

Presents a roundtable discussion among several information technology (IT) executives regarding the shortage of qualified IT staffers in late 1998. Alana Ward Robinson, vice president for IT and chief information officer at Sara Lee Hosiery; John Zaski, directory of IT at Sara Lee; Pavan Rai, vice president of information services (IS) at J.M. Huber Corp.'s Engineering Minerals division; June Drewry, senior vice president and chief knowledge and technology officer at Lincoln National Corp.; Other executives.

Reports on the confidence of a majority of information systems managers surveyed in September 1998 by `Computer World,' that their computer systems will be compliant by January 1, 2000. Details on the findings of the survey; Comments from Jack Rose, computer operations manager at Minnesota Wire & Cable Co.

Presents the results of `Computerworld' magazine's survey of top executives concerning their attitudes regarding their companies' information systems (IS) departments. Executives' perceptions of their IS departments; Views on information technology (IT).

The article reports on the findings of a survey related to the attitude of information technology (IT) professionals in the U.S. The respondents were asked on various work-related issues such as workplace politics and on things like favorite books, consumer technology that they would most like to own and favorite songs. They comment on how they most like to be rewarded for success.

The article offers tips on the secrets of bad chief information officers (CIOs) in the information technology (IT) industry. According to the author, bad CIOs will usually start each meeting with a chip on their shoulders, set priorities for themselves and protect their staff at the expense of the organization. It is suggested that the CIO should never be the hindrance for the organization's adoption of new technologies and ideas. Furthermore, avoidance of such bad behaviors will help the CIO to be embraced by the organization for many years to come.

The author suggests several strategies that an information technology (IT) executive may apply to develop a service mentality. The first strategy is developing a "WE" mindset, wherein both internal IT and business clients are inclined in doing the best job for the company. The second is loving complaints, as this is considered one communication with IT. The third is making every interaction count, that, is, impressing clients with truths. The fourth, further, is reminding that being subservient, insincere, and inconsistent will never do good while building a good impression to the client.

Discusses the practice of honesty by information technology (IT) executives in promoting expensive projects. Attitudes of IT leaders towards telling the truth; Significance of communications to IT organizations; Recommendations to IT executives.

Reports on the result of the public opinion poll conducted by InfoWorld CTO Network on the views of chief technology officers on the role of information technology on the business organization.

Recommends that information technology (IT) managers resolve in 1999 to make their departments enjoyable for employees to work in. The general angst in the rank and file of IT workers; The importance of fair compensation; Developing a growth plan for each employee; Keeping employees interested.

Discusses the findings of a Reuter Business Information report on the stressful effect of information overload on Australian business managers. `Dying for Information,' the name of the report; The percentage of managers suffering from stress and having other difficulties with information handling and usage.

Describes executives' attitudes toward information technology. Results of a survey by Deloitte and Touche LLP conducted in 1996; Challenges faced when integrating technology companywide; Views about the value of training; Globalization.

Discusses the dark side of working in information technology (IT), according to a survey of IT managers in the United States and the United Kingdom. Comments from industry professionals; The impact of high on-the-job stress; The percentage of IT managers that said vendors were getting projects right the first time.

Presents the results of a survey of information technology (IT) executives conducted by online global community Cambridge Information Network. The importance of strategic development; Customer interaction; Hiring, motivating and retaining a skilled staff; Support for business goals from existing technology; How the survey was conducted.

Focuses on the results of the survey by `PC Week' magazine on the views by information technology (IT) executives on promotions. Goals by the IT executives; Reason for their attitudes on promotion.