Running IT as a digital forerunner doesn’t mean IT always lead above or act ahead, it means IT should always think ahead and make advanced digital progress.
Due to the exponential growth of information and the disruptive nature of digital technologies, forward-looking organizations across the industrial sectors have a high expectation of their IT organizations. It is not sufficient to run a reactive IT to keep the lights on, or a support function to take orders only. Can your IT organization ride above the learning curve, moving faster than the rest of the organization, and to become the harbinger of change and a digital forerunner?
Due to the exponential growth of information and the disruptive nature of digital technologies, forward-looking organizations across the industrial sectors have a high expectation of their IT organizations. It is not sufficient to run a reactive IT to keep the lights on, or a support function to take orders only. Can your IT organization ride above the learning curve, moving faster than the rest of the organization, and to become the harbinger of change and a digital forerunner?
Visionary IT leadership: The IT leader of the future and the exemplars of today must move away from pure IT manager, and be a true business partner and strategist. CIOs needs to be technology visionaries, to stay one step ahead of the enterprise leadership team's view of IT-related priorities. Especially as more and more enterprises are leveraging IT for revenue generating initiatives; what some refer to as IT "is the business." IT will not "be the business" if it does not focus on the top prioritized business initiatives. With the growth in enterprises leveraging IT for revenue-generating initiatives, the objective of running a highly responsive IT is to recognize what needs to be done, to assess how well things are being done, to assign and reassign priorities to what needs to be done, and to invest in improvements in mindful ways. The critical, continuing concerns for IT leadership team are to ensure that the talent exists (internally or externally sourced) to get things done and to fill talent gaps; to maintain an on-going awareness of what technology issues are of most importance to the enterprise leadership team and to communicate and fill gaps between business and IT, between IT and customers, and to be a business driver than just an enabler only.
The digital IT can weave all crucial business elements both hard and soft to synchronize digital transformation: Business has three fundamental pillars: People, process and technology. Basically, there is a set of main corporate goals. From these goals, you determine certain "action items." These action items become goals for business units. The business units determine action items from these goals and these action items become the goals of the departments within each business unit. The role of digital IT is to identify and blend the ways that information and technology can assist and shape the business by linking all digital aspects (goals, objectives, actions, etc.) together to enforce the business competency; these are then mixed with other ingredients to create products and process which generate differentiated business capabilities for strategy management and their business’s long-term growth. Strategy-execution synchronization woven via IT can lead the smooth alignment process of ensuring all organizational actions is directed to achieving common strategic goals and objectives. This means to translate strategy to operational terms aligning the organization to create synergies in making strategy everyone’s everyday job and a continual process mobilizing change through digital synchronization.
A forerunner digital IT can give your business the ability to apply real-time insights across the organization in ways never possible before: With these insights, organizations acquire the ability to reshape products, services, and customer engagement, with the help of digital technologies, You can realign your operating model so that customer preferences and requirements are reflected throughout the organization, which will be business benefits in terms of speeding up to enable you to listen, engage and nurture relationships with consumers and build an integrated view of business insight derived from data extracted from different sources. Digital synchronization can also catalyze the flow of the right information to the right people at the right time to coordinate and execute strategy, tactics, and risks and enhance intuitive, engaging and context-specific user experience. Being people-centric is not just about a few best practices or even a pretty high-level customer interface, it has to go deeper to combine all key business ingredients in orchestrating a digital business which has key capabilities to delight customers and engage employees.
IT is an enabler and catalyzer to unleash the business’s digital potential and make the leap to reach the era of radical digital. Running IT as a digital forerunner doesn’t mean IT always lead above or act ahead, it means IT should always think ahead and leverage the advanced digital technologies, to build the 'right' bridge between IT and business, close the gap of doing the basics right to synchronize business and IT and orchestrate the digital symphony.
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