Modern CIOs have many personas and face great challenges.
Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies, but more specifically, what are the digital-savvy CIOs doing to run IT as a value creator and innovation engine? Here is the monthly spotlight of the CIO.
The Spotlight of Digital CIOs Sep. 2016
Are Visionary CIOs Often Outliers? Modern CIOs have multiple personas, they have to wear different hats to fit the roles situationally in order to lead effectively. Technology is complex, business is complex, and people are complex. Due to increasing changes in the digital dynamic environment, CIOs need to be a dynamic person with vision, open, growth and complexity mindset- with high ability to envision the digital trends, manage innovations, communicating to suite situations so as to craft strategies and make things happen. Visionary CIOs are in demand, but who are visionaries, and what can they do to drive digital transformation of the business?
- CIOs as “Chief Information Officer”: How to Unleash the Full Potential of Information Forward-thinking IT organizations are shifting from “T"-Technology-driven to “I” information oriented. The most powerful and differentiating tool in all of the today's businesses is INFORMATION and that, is provided by IT systems. The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make right decisions. The value of information is qualitative, measurable, and defined uniquely to an organization. If done well, information can unleash the business’s full potential and maximize its multidimensional values. On the flip side, information is also something that can hinder the achievement of strategic objectives, having it unavailable or compromised. Therefore, Information Management is one of the most important management disciples and best practices in the digital organization. So going back to fundamental, CIOs as “Chief Information Officer”: How to unleash information potential, and the full potential of the business?
- CIOs as Chief Innovation Officer: What’re your Perceptions and Actions to Rejuvenate Innovation : Innovation can happen everywhere - it is our gift as humans - a great deal of what defines us as humans actually. Innovation is about progress whether it's about new products, services, solutions, new sounds and music, new way of reading and publishing, new ways of educating future of generation, etc From business perspective, innovation is the mechanism through which you grow and evolve something to something great (higher value-add or ever breakthrough) or something new or better based on a combination or modification of previous attributes/approaches. Businesses, especially the mature, large corporations and within that environment, innovations can range from small to game changers. Also, it is important to note that within the organizations, innovation is rarely an individual action; rather it is a team effort, often across multiple organizational silos. What are further perceptions and actions to rejuvenate innovation in a traditional organization?
- Digital CIO: Rise for Change: In the industrial age, CIOs are the second class executive who often does not have a seat at the big table to make strategy, and who spends most of time and resource on “keeping the light on.” However, digital means the increasing speed of changes, data abundance, and hyperconnectivity, technology is often the very disrupter of innovation, and information is the lifeblood of organizations, many forward-thinking organizations empower their CIOs to be the frontrunner, digital transformer, recognize CIOs as communication hub and change agent due to the unique position they hold to oversight business processes, and interweave business capabilities, so are CIOs ready to rise for CHANGES?
- CIO as Chief Improvement Officer: How do you Learn from IT Failures: Although the information is the lifeblood of an organization, and technology drives business innovation today, most of IT organizations stick to the level 2 (reactive mode) or level 3 (alignment stage). Most of the businesses perceive their IT as the department less innovative in the enterprise and even the controller to stifle innovation. And many IT organizations are overloaded and under-delivered with a high rate of project failure. How can CIOs as IT leader learn from the failures, reimagine, and reinvent IT organizations to improve IT and overall organizational maturity?
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