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Lack of transformative IT leadership: Contemporary IT leaders are not just tactical technology managers, they are business visionaries and strategists, innovators and change agents. To run a differentiated digital IT, CIOs need to be in a continuous learning mode, and discover the new way to solve the old problems or emergent challenges. The CIO must be concerned as to whether the operational ecosystem will function as expected. CIOs also need to become Chief Innovation Officers to run IT as an innovation engine; otherwise, you will become Chiefly Irrelevant Officers. What's missing in many organizations is the CIO's ability to question the business' requirements and justifications used for IT-based projects, or they lack a clear vision and step-wise strategy to drive digital transformation. To lead effectively, CIOs have to advocate for "departmental immersion" and other strategies to help IT become more differentiated, integrated and aware of the organization as a whole. IT needs to be proactive, not reactive. Fortunately, there's a fundamental shift happening with the emergence of converging digital technologies that impact the business through cross-departmental collaboration. When CIOs realize they need more visibility, communication, and better tools to empower that to improve organizational maturity, the IT organization becomes a key differentiator to help the business build a set of unique capabilities to compete for the future.
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Lack of open culture in most organizations: As IT is increasingly supportive of the competitive position and the business, in general, careful consideration must be made about which knowledge or skills have to be secured. Mis-judgement in this regard will hamper the long-term ability of the IT department to independently support strategic initiatives from the business. Many of the innovation management challenges are not exclusive to IT yet the symptoms are often more visible in IT due to the fact that IT work touches, serve, and supports virtually every aspect of the enterprise. These challenges are not easily solved and can not be addressed through the use of a tactical project management approach. Hence, it is also critical to build an open culture and a flexible structure to eliminate those innovation pitfalls. From innovation management perspective, to enforce a culture of creativity, the innovative leadership team should well mix the innovator personas: movers and shakers, thought leaders, critical thinkers, experimenters, reframers, set the right tone to inspire the new thinking and encourage the new way to do things and lead enterprise-wide innovation management smoothly.
The ultimate goal to run a differentiated digital IT is to help the organization build a set of unique capabilities, and improve the whole business’s competency. The real differentiation is to create true value, look forward, not backward, avoid those pitfalls discussed above on the way, and present the high-performance results.
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