Tuesday, August 2, 2016

The Spotlight on Digital CIOs: The Multifaceted Personas of Digital CIOs Aug 2016

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 Multifaceted Personas of Digital CIOs  Aug 2016

  • CIO as a Digital Pro: Due to the abundance of information and omnipresence of technology, IT plays a pivotal role in businesses’ digital transformation journey. Transformation means to change the "nature" of something, albeit that the increasing pace of technological advances has clearly impacted the nature and scope of opportunity. Digital transformation represents a break with the past, with a high level of impact and complexity. Transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a defined goal. CIO as an IT and digital leader, how to be a digital pro and lead IT effectively and effortlessly?
  • CIO as Change Agent: Five Perils of Changes Management Change is the only constant, and the speed of change is increasing rapidly. Organizations large or small spend the significant time and resources to deal with the big changes such as radical digital transformation or small changes such as adopting a new version of the software. And statistically, more than 70% of Change Management effort fails to achieve the expected result, what are the perils of Change Management, and how to manage change more effectively?

  • CIOs as Talent Masters: People are always the most invaluable asset to any organization, and having the right person in the right position at the right time is always one of the biggest challenges facing any business anywhere. This is particularly true for IT, due to the changing nature and complexity of technology and the abundance of information. Is IT skills gap fact or fiction? What differentiates high performance or high potential talented IT professionals from others? And how to manage IT talent, culture, and performance in a more cohesive way?

  • Business-Savvy CIO: Nowadays, IT has permeated into every core process of businesses and is the key component of differentiated business capability. CIOs as the IT leader, how can you become more business savvy and strategic cognizant?

  • How do you Define the Strategic Role of CIOs at Board Level: Due to the changing nature of technology, the CIO role continues to be shaken up, refined, reinvented and re-energized and many IT organizations are at a crossroad to either being transformed to be a more value-added digital engine for their business growth or being irrelevant as a cost center only. How do you define the strategic role of CIOs at Board Level and what are important skills they need to cultivate?

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