Monday, February 27, 2017

The CIO as “Chief Inquisitive Officer” Monthly Debates Collection: Feb. 2017

Debating is not for stimulating conflicts, but for brainstorming better ways to do things.


Due to the changing nature of technology, IT leadership role also continues to involve & shift the focus, to move up the maturity level. More and more CIOs are requested to take more responsibility and many CIOs present the breadth of leadership competency. The proactive IT debates help IT leaders to brainstorm innovative and better ways to do things and improve management capabilities. Here are the monthly CIO debates collections for Feb. 2017


  • CIOs as “Chief Inquisitive Officer: A set of Q&As on Bridging IT-Business Chasm? The “gap” between business and IT is always a hot debate, and the conclusion is also controversial. Some say, the gap is definitely shrinking, as IT is gradually becoming engrained into every aspect of the business these days due to the internet, technology developments etc. The clear cut divide that used to be there between IT and business in the olden days is vanishing fast; the opposite opinion is that indeed the gap is deepened because the business bypassing IT oversight to order SAAS service on their own, causes serious governance issue and communication gaps.


  • CIOs as “Chief Inquisitive Officer: A set of Q&As on Bridging IT-Business Chasm Historically, IT has been perceived as a back office and a cost center, a technology controller, not an enabler. Now, with the accelerating speed of change and the consumerization of IT, IT organization has to improve its maturity, from being a reactive helpdesk to a proactive business partner; from a cost center to a value creator; and, more importantly, it needs to become an innovation engine and the driver of business growth. But more specifically, how can IT get more engaged in revenue generating initiatives?


  • CIOs as “Chief Inquisitive Officer: A set of Q&As (XI) to Run IT as the Business Rain Maker? Even though IT permeates to almost every corner of the business, many traditional IT organizations are still perceived as an invisible back office maintenance function, without sufficient knowledge about the business model of the organization. Although technology is often the disruptive force behind changes and digital transformation, most IT organizations get stuck at the lower level of maturity, running as a reactive service provider. CIOs as business strategists: How to pursue the art of possible - make a shift from a mechanical IT to innovative IT? From reactive IT to accelerating IT? And from transactional IT to transformational IT?  

  • CIOs as “Chief Inquisitive Officer: A set of Q&As (IX) for IT Talent Innovation People are always the most invaluable asset in businesses. “Hiring the right person for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? How do you define “Digital Fit”?

  • CIOs as “Chief Inquisitive Officer: A set of Q&As (IX) for Dealing with IT Management Dilemmas? IT plays a more important role in the digital transformation of the organization. It is the superglue to connect both the hard elements of the business such as processes, platforms, technologies and soft elements of the organization such as information, knowledge, culture and integrate them into a set of business capabilities, which underpin the business strategy. However, there is the perception gap between IT looks at itself and the business perceives IT. IT is often seen itself as a business enabler and change agent, but business often thinks that IT is slower to change and even be one of the “weakest links” for the business transformation. So why is IT not getting enough respect despite all good work and huge efforts were undertaken? Where does it link to improve IT brand? To deal with such a "He said, she said" dilemma: What are the different perspectives from each party, how to integrate them into a holistic IT view and reinvent the tarnished IT reputation?

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