IDG contributor network: Reflections and IOC resolutions on the New Year

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Due to the disruptive nature of technology and the abundant growth of information, IT simply can not stand still or react to change. Digital IT companies must now become the agent of change and the center of enterprise innovation. Therefore, it is important for CIOs to spend time on computer assessment, withdrawing from routine transactional activities for a period of time, to reinvent the new opportunity to manage a highly innovative digital computing organization.

It may be a good time for IT managers to reflect on New Year's resolutions, clarify the role of IT in digital transformation, and move their organization to the next level of corporate maturity.

1. Does IT stretch, challenge, or break the status quo?

Due to the increasing speed of technological change and disruption, the role of the ISD has never been more than managing the status quo. The digital shift for IT across industries involves innovating with systems of engagement. CIOs need to work strategically with the company, as equal partners, to provide business solutions instead of products or services.

Available digital technology makes innovation easier to do than in the past, cheaper and more accessible. CIOs need to set the tone of leadership to encourage people to question the status quo and think independently to create an environment that is conducive to dissent and openness. Innovation is about seeing things from different angles and solving problems in different ways. It's about breaking silos and going beyond conventional wisdom.

IT enables the enterprise and supports the applications used by its customers not only to transact business, but also to transform the business. It must become the agent of change proactive, expand in all areas to expand its impact on the company and improve the overall maturity of the company.

2. What is the perception of the company by the IT organization?

Many think that the new way of running a business is management through a computer lens. In fact, however, many IT organizations are still perceived as a cost center and back office function.

Businesses do not adequately express the benefits of IT because they do not understand their IT organization well or have not provided IT managers with the opportunity to lead change proactively. In the event of a discrepancy between the computer perception of the user and that of the users, management must work closely together to understand the situation from different angles and make an objective assessment of IT maturity.

The idea that the IT organization is neglected as a digital engine and circumvented by business units comes at an unexpected moment when we consider the prospects for robust new technologies and the pervasive influence of information . IT managers need to have a deep understanding of the business model and how companies are making money. In the end, it's not about technology, but about what technology can do when it allows and integrates with change management and business processes to differentiate strategically. , inspire and facilitate innovation through technology and the commercial interface. IT is on demand. But to gain the respect and appreciation of the business, IT management must continue to evolve, communicate and adapt.

3. What is the impact of the IOC?

The IOC enjoys a unique opportunity to see the entire corporate landscape. Digital DSIs are the "makers of influence": do you want the company and other departments to look to you for leadership in the competitive application of information? and technology in a rapidly changing market?

IT managers should not act solely as transactional functional managers; they must become business strategists and innovation leaders to amplify their leadership influence in the business scope of their business, their sector or even across the board. # 39; digital business ecosystem. What CIO and IT in general need to contribute to defining a vision and defining strategic objectives. They need to understand the business problems in a contextual way and communicate them creatively, because language influences perception.

Without a clear strategy and a means of communicating it in the language of the company, CIOs will always struggle to align, and nothing indicates that reaching the level higher maturity of the computer allows proactively dialogue with its partners. Value-based IT management must be guided by concepts such as collaborative value, collective benefit, and multi-layer ROI.

4. Does the IT manager have a place at the big table?

Traditional CIOs are often perceived as tactical managers, controllers or contractors. However, digital CIOs must become strategic advisers, agents of change or even "constructive disrupters".

Ideally, the ISD should be a serious partner in the narrow circle in creating value-added strategies and the opportunity to better understand the opportunities offered by IT. The board of directors and the senior management team should help define the role of the CIO in the same way as the other CXO roles. If the management team does not demonstrate active involvement in the computer, or even denies the information officer to sit at the table of meetings and authorizes the functional units to use a "computer unauthorized", why should they expect an innovation focused on the computer?

The digital CIO should sit on the board as a "digital processor" as it is essential that the CIO be able to contribute to strategy development and goal setting. The IT department actively activates and facilitates the strategy and goals of the company and ultimately orchestrates the digital transformation. Digital DSIs must not only make their voices heard, but also find a way to communicate persuasively and continuously establish a relationship of trust with the company.

5. Does IT provide guidance for the future of the organization?

Many organizations are about to switch to the digital transformation process. Even if the organizations are different, they are at different stages of the economic cycle, they have different structures, different cultures, they compete in different markets and their scale is different. Because any current business practice is always a combination of people, process and technology.

The IT department can make an objective assessment of the underlying business functions and processes. Information technology should provide a complete technological vision and operational oversight; Information technology must be involved in the process and an integral part of the business in order to take advantage of the opportunities. The IT department must also activate the "debugging" mentality, analyze the root causes and always discover what is at the heart of the problem, adopt a holistic approach and structural practices for setting up a high-level digital organization maturity, with attributes such as responsiveness, adaptability. , availability of information, speed and innovative character, etc.

All forward-thinking companies in the verticals say they belong to information management. A forward-looking information system is the threshold for integrating all these important business elements into the unique set of strategy execution features. Leading companies in all industries today are looking for strategic or transformational CIOs to drive their digital transformation process.

6. Is it desired? Does the computer help the business to flourish?

Technology is ubiquitous and the information is exponential. Digital transformation or business initiatives now almost always involve some form of technology implementation and information deployment. Information technology should not be considered after the fact, as technology is often the breaking force of digital innovation and information can predict emerging business trends and customer needs .

With the growth in the number of businesses that leverage IT-enabled revenue-generating initiatives, IT must reverse its tarnished reputation, as IT has traditionally been a costly cost center, often with little demonstrable value that is missing from its commitments. IT can only be a catalyst if IT managers clearly understand what their organization is doing in life. The IT manager of tomorrow and today's copy need to move away from IT leaders to become a true business partner and strategist who can manage the desired IT organization and catalyze business growth. As more and more companies are using IT for income generating initiatives.

To improve maturity, IT organizations need to be proactive in preparing strategic initiatives and engaging effectively with their business partners. Every business must look at information technology as a "digital processor" that helps the business prosper, not survive.

7. Does the IT department have a positive and bold message and brand?

To manage information technology as a business, in addition to creating functional and more enjoyable products and solutions, IT must know how to promote its products and services and learn how to develop a brand. solid selling the right things to the right people to enable them to perform high activities. value.

IT branding must be part of IT transformation efforts. Your brand identity will be the face you will give to your IT organization and it will flow from your branding strategy. The identity of the computer brand must be supported by the message you create and distribute to your customers. Basically, for your brand to succeed, you ask yourself: what are we trying to accomplish? Are we on the right path? What do we want? Is "what we are looking at" compatible with "who we are"?

The business goal of the IT strategy is to have everyone, if possible, at all levels of the organization. What's needed, it's a strategy integrating these technologies into the entire business, including the best way to get them. Also, make sure that external customers who purchase products or services have a great deal of experience with their computer systems. The computer must deliver the bold message of "do more with innovation." The new branding begins with the rebooting of the mindsets of business management, then by retooling the IT management and training IT staff as the brand's ambassador.

8. Do information technologies drive change, team building and organizational learning?

As information technology is changing, it is important to understand that there are basic principles and rules for this to work. The IOC must define or co-define the numerical principles for managing a high-performance organization. IT also plays a key role in building the company's learning capabilities by optimizing business processes, optimizing information and integrating knowledge management, and providing employees with effective technology tools to improve business processes. productivity and flexibility of learning.

CIOs should not be pushed for changes; they are actually better placed to play the role of change agent. CIOs are responsible for the core part of the ever-changing business. They must be able to evolve their leadership skills to adapt not only to technological change, but also to the pace at which the company can effectively manage these changes, but also proactively a collective learning and changes in the transformation of the company. In learning organizations, people focus on the learning opportunities offered by assignments rather than the status quo. They are open to new ideas and encouraged to be creative. Communication and collaboration are exploited, positive energy and creativity flow like a fountain.

9. What is the technical direction of the company in general?

We live in a world of information technology and every day, more and more technologies are affecting the way we live, think and work. Nowadays, the computer is like the backbone of the company. Many forward-looking organizations claim to belong to information management. With computing as the hub, modern digital organizations are not just the sum of functional parts, but an integrated whole to maximize its performance.

In practice, the technical orientation of the business depends on how IT can be seamlessly integrated into the business and how IT and the business can collaborate to ensure the business in the business. its overall maximization of its performance and the release of all the digital potential. Computer maturity is proportional to the overall maturity of the company. Nowadays, business initiatives almost always involve some form of technological implementation or a refinement of information. A business must leverage information technology, encompass all relevant management disciplines in place, and actively monitor emerging business opportunities and risks in order to recognize and implement them within a timeframe that provides strategic benefits.

IT needs will only increase. During the digital transformation, the time has come for the computer to switch. Computer thinking should not be too superficial, the computer resolution should not be too empty and the definition of metrics should not be too centered on the inside. Change is a permanent operational capability in which IT is a key element. The digital transformation aims to integrate digital technologies into key business processes, leverage the value of information, enhance business capabilities to be competitive in the future and manage the business as a digital master.

"Knowing others, it's intelligence.
to know oneself is true wisdom.
Mastering others is strength;
Mastering oneself is a real strength. "
– Lao Tzu.

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