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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.

Focuses on several issues discussed by business executives about the implications of a consumer-centric economy during a roundtable discussion conducted by `Information Week' editors. Impact of the Internet on customers; Impact of customers on business innovation; Challenges faced by companies in giving high-quality customer services.

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.

Discusses the complacent and haste attitudes of information system administrators. Appropriateness of standards in system-administration utilities; Carelessness in giving computer system commands.

The article focuses on the challenges and responsibilities faced by Information Technology (IT) executives in IT industry. It talks about the executive's concern to keep improving and updating the skills of the IT leaders in the company according to the evolving technology like data security. It speaks about moving applications to third party services due to the introduction of cloud services and virtualization technologies. It discusses the changing infrastructure of the IT industry.

Discusses results from a survey of 515 network and information system (IS) executives with such job functions as network/localized area network (LAN) management and departmental/divisional IS management. Graphs depicting salaries, rating of job challenge and factors contributing to job satisfaction.

The article offers several insights on why products failed to launch such as the Airboard, a flat-panel device from Sony Corp. According to Frank Eory, it is the managers who tried to kill products. Bert22306, an online user, argues that a product sometimes is killed by a clueless management team which do not want to invest in product development. An online user, mcjw, states that it is the internal politics in Sony that is the problem.

Evaluates the effect of implementing the deemed-export rule to recruit educated engineers from abroad for companies in the United States (US). Details on the export-license conditions for foreign engineers in applying for work in the US; Views from US industry executives; Effect of the rule in renewing the Export Administration Act.

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.

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 presents the second part of a report that describes the traits of high-performing Information Technology (IT) managers. It relates the author's perception on what it takes for managers to go from high-performing to chief information officer (CIO)-caliber. The author mentions that future CIO must figure out the results executives are accountable for, and how their performance will be measured. He relates that they must keep the engine running through superlative people management.

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.

The author reflects on the failure of technology executives to speak when they are expected to especially on economic developments. The author was disappointed hearing nothing from electronic executives who should speak when governments take potential steps to damage the businesses and economy. The author further put queries on world stock indices and the lessons that the technology industry will get from the actions of their executives.

The author relates the importance of knowing how or when to isolate one's feelings about the company from cold facts. He cites the case of Jerry Yang, the Yahoo Inc. co-founder who reject Microsoft Corp.'s acquisition offer because he dislikes Microsoft's culture and wants to maintain its independence. He believes that executives from the two parties could resolve the issue if they set aside their feelings and focus on the facts instead.

The article reports on the result of the "InformationWeek" IT Confidence Index which assesses attitudes of 300 business technology managers in the U.S. According to the survey, business technologists are tentative about the prospects for the economy. Two-thirds of the respondents say that they are positive about the IT budgets and spending plans of the companies.

This article discusses the findings of a survey conducted by Booz Allen Hamilton and CFO Research Services on the views of chief financial officers (CFO) on collaboration. According to the survey, growth, rather than cost control, is the most common agenda for CFO. After years of axing nonessential programs, CFO are now tasked with seeking opportunities to fund activities that promote growth. The data, based on a survey of 1,600 senior financial executives, reveals that collaboration is top-of-mid for CFO. In order to promote growth, 66% of those surveyed say they need to collaborate with operations, 52% say they must collaborate with information technology and 51% say its more critical to collaborate with sales.

The article presents views of Herbert W. Lovelace who shares his experiences as CIO of a multibillion-dollar international company. According to him, his attitude comes from the fact that there are so many nuances and special considerations in dealing with the myriad of people who have to work together to make a modern systems project succeed. It's how you react to unanticipated issues that makes the difference between success and failure. He suggests executives not to demoralize a team working long hours by letting critical decisions hang.

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.

Discusses the findings of a survey which examined the initiatives of business-technology executives to improve customer service and relationships. Plans for customer service improvement; Allocation of information technology budgets and spending for customer relations management; Approaches in managing customer relations.

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.

Discusses how information technology managers and investment analysts look at the same issues from different perspectives. Views on computer associates (CA); Opinion on whether financials of CA are being manipulated.

Discusses the role of mentors in furthering one's career. Characteristics of and search for good mentors; Warning about non-self-aware executives whose anger, guilt or limited outlook can be demoralizing; Topic to discuss in starting a conversation with the mentor chosen.

Presents an article about the challenges being faced by chief information officers (CIO) in 2000. Tasks of CIO; Concerns of CIO; Success factors for CIO.

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.

Presents comments from information technology executives about computers. Holston Medical Group information systems director Chip Childress' remarks on the upgrading of the operating system of a database server; AER Inc. Mac/PC administrator John Welch's comments on the availability of tech support from Microsoft Corp.; Sun Microsystems executive Pat Sueltz' views about the Solaris operating system.

Features a fable about an impatient computer company executive named Charlie. Implications of Charlie's attitude.

Reports on the findings of a study concerning executives' deficiency in vision and strategy. Need for executives of mid-1990s to improve in the intuitive-based areas; Performance problems because of lack of feedback from subordinates.

Opinion. Presents the author's view on the effect of Design Automation Conference (DAC) to vendors. Behavior of executives in the conference; Niche problems face by vendors during the conference.

Presents the results of surveys conducted on the attitude of business executives in the United States towards the Internet. Most critical problem in using Internet; How the executives view Internet as information technology; Percentage of executives who have their own home page.

Opinion. Presents the author's views on executives fear of having long vacations. Workaholic lifestyle at the Silicon Valley; Opinion that those who go on a vacation are not committed to the company; Argument about vacations slowing down the flow of business competitiveness.

Deals with the way executives and business leaders see the year 2000 date conversion problem. Reason for the differences in viewpoints; How to protect one's company from being a casualty of the differences in viewpoints.

Presents the author's narrative on the popularity of information technology managers especially when they go to parties and meet new acquaintances. Reason why the author considers going to parties is worse than work; Categories of people who asks the author about information technology; Way on getting rest and relaxation at social gatherings.

Focuses on the `InternetWeek' periodical's survey among information technology and department managers in the United States on the impact of the Internet on businesses. Rating on the effectiveness of the Internet in customer service and improving internal business processes; Benefits of the Internet for Grayson Business Computers Corp.

Presents the results of `InternetWeek' periodical's survey of information technology executives in the United States on the impact of the Internet on businesses. Business functions that are most affected by Internet technologies; Cost savings from using the Internet; Effect on business communications; Issues hampering implementation.

Editorial. Comments on the attitudes of Oracle head Larry Ellison. Reason why Ellison threatened to sue San Jose, California over his late-night jet landings; Ellison's decision to give away Oracle's software development tools for free; Business style of Ellison.

Discusses comments made by chief executive officers of several high technology firms and translates what these comments really mean. What John Chambers really meant when asked about competition; What comments from Rich McGinn about fighting Chambers meant; What Eric Benhamou really meant about his comments regarding the unsuccessful 3Com acquisitions.

Presents information on a survey conducted by Ernst & Young LLP regarding the semiconductor industry. Executives' optimism about industry growth; Statement issued by Stephen Almassy of Ernst & Young; Driving factor in the industry growth.

Discusses some managerial traits as observed by manufacturing consultant Michael Paris of MPA Limited.

The article presents a question and answer advisory regarding the ideal supervisors. The list of the characteristics of an ideal supervisor is determined in three different perspectives. The new innovations in companies are making available include the reward systems based on team performance and individual skills, shares in the financial success of products given to developers and no monitoring of a worker's attendance as long as projects are completed on time.