Profile of Dr. Howard RubinPresident and CEO, Rubin Worldwide
Blog Posts: 19
Dr. Howard A. Rubin is a Professor Emeritus of Computer Science at Hunter College of the City University of New York, a MIT CISR Research Affiliate, a Gartner Senior Advisor, and a former Nolan Norton Research Fellow. He is the founder and CEO of Rubin Worldwide. Dr. Rubin is a pioneer in the area of technology economics and has built the world's largest database in the field consisting of business, national, and technology data. He is personally retained by many of the world's largest enterprises as a strategic advisor to provide them with continuous competitive calibration via benchmarking and to advise them on business-technology strategy and trends. His current portfolio of client companies in total generate more than $1.5T in revenue to the global economy annually and account for almost $100B in yearly Information Technology (IT) spending. Dr. Rubin has also worked directly with heads of state or their key ministers around the world in the development of national competitive technology strategies - Canada, India, the Philippines, South Africa, and in the United States with former President Clinton. He currently is an informal advisor assisting President Obama's Council on Job Creation and Competitiveness. Dr. Rubin possesses a Ph.D. from the City University of New York in Computer Science and Oceanography. Outside the world of technology Dr. Rubin is Chairman of the Board of Riverkeeper, a member of the Clinton Global Initiative, a Leadership Council member of the RFK Foundation, a major support of student development programs at the Tribeca Film Institute, and a supporter of the Rainforest Foundation.
Articles by Dr. Howard Rubin
In financial services, technology costs are rising rapidly while revenues are declining. This makes for a bad business recipe.
On the surface, a 10% cut on a $2 billion IT budget seems easily attainable. In reality, it isnít.
The move to the public cloud in financial services has been slow, but economics shows it is about to speed up.
If you don't benchmark your infrastructure costs and labor productivity, you can't tell if you are providing value or wasting your budget.
Burdened with costly corporate datacenters, financial firms are trying to figure out what to do with their facilities.
The next IT innovation won't be an app — it will be the efficient management of technology itself.
IT organizations are suffering from a skills shortage when it comes to newer, cutting-edge technologies, as well as older legacy systems.
To avoid a future that repeats the past, organizations need to establish core tenets for how they approach contracts and manage the IT supply chain.
The big growth in tech spending is happening outside of the IT organization. That creates a challenge for companies trying to leverage technology well.
Given the business need for flexible and agile compute resources, the data center of the future may not exist on a map, says Howard Rubin of Rubin Worldwide.
Despite perceptions, mainframe computing continues to grow in banking. But from an economic standpoint, that may not be a bad thing.
As financial services organizations approach the 2013 budget planning season, the process of constructing an IT stress test will help them to collect needed data and create hypotheses about the dynamics of IT and the business.
Investors are paying increasingly close attention to firms' technology strategies and IT spending. Here are four keys to managing your company's technology economics.
The increasing demand for computing power is beginning to exceed the computing efficiencies created by Moore's Law, and financial services firms are about to feel the pain of rising IT costs more than ever before.
Capital markets technology organizations are under extreme pressure to do more with less. Rubin Worldwide founder Howard Rubin offers firms some guidelines for measuring IT productivity.
Today's economies are far more technology-intense than in 1980, and the overall technology economy is growing even as the global economy stagnates.
92 percent of the cost of business -- the financial services business -- is "data."
The traditional, annual IT benchmarking process is just about irrelevant. Today's dynamic technology economy requires more continuous analysis.
IT is a major driver of global economies, but traditional indicators such as GDP do not go far enough to accurately measure global competitiveness.