Wednesday, December 21, 2016

CIOs as “Chief Influence Officer”: The CIO’s Triple Digital influence

Digital CIOs have to proactively work with business partners via practicing triple digital influence.

Due to the complex nature of the technology and exponential growth of information, digital CIOs must master at multidimensional thinking and build multilevel of professional capabilities. The successful CIOs need to not only know the IT side of knots and bolts but also have to understand the business’s pains and gains. The priority for CIOs is to genuinely position IT as an integral and inseparable part of the business, to improve overall business effectiveness, agility, and maturity via practicing triple digital influence.

As an IT leader, CIOs need to have the technological vision and awareness: As more often than not, technology becomes the game changer and innovation driver for businesses. A CIO’s technological vision should be attainable subject to current times and its ability to adapt to changing times and help the business gain a competitive advantage for the long term. Vision should have a direction which sets in clarity. Setting a vision that isn't high enough doesn't challenge the organization to excel. But establishing a vision that is based on unrealistic expectations will discourage the team’s morality. The role of modern CIO is to identify and blend the ways that information and technology can assist and shape the business by linking all digital aspects together to enforce the value creation; these are then mixed with other ingredients to create products and process which generate differentiated value for their business’s long-term growth and prosperity.

The digital CIO is a business conductor: CIOs need to cover the business dimension as well as the technology dimension with their teams. In real terms, the role of the CIO is to carry forward the business via leveraging the available technology for transformation and furthering the business. The CIO needs to provide unique business insight as they usually oversee key business processes. If you see your business as an "asset under construction," then the CIO is not only responsible for cost but is the enabler and architect of new business value. CIOs need to lead the department so that every level of the organization has great working relationships with the IT teams. Making a connection with other people around the management/board table is all about talking their language. Identify the key performance indicators of the company and detail how your initiatives will drive improvements in the current state. And the most "engaged" CIOs need to be confident that their IT is totally integrated and IT is the business. The CIO is a trusted advisor to the Board, and increasingly, the CIO can be part of the Board. As such, the CIO has to be a productive member and provide some actionable insight and options.

The digital CIO as “Chief Innovation Officer” to propose and manage new ideas: IT is an important element in building innovation capabilities in any organization today. CIOs are expected to constantly propose new ideas and challenge the status quo. IT leaders need to identify the issues associated with innovation in an enterprise and actually have developed a unique model and platform for managing innovation portfolio in a systematic way.  IT leaders are often at the right position to oversee business processes and identify the critical business issues by working closely with a business partner from a long-term perspective, and leverage technology to manage innovation across the enterprise boundary. Digital IT is a paradigm shift in role, responsibility, and attitude. CIOs who are only putting stress on "have the knowledge" not on "build the knowledge" might be in danger just to preserve the organization and thus create huge constraints for the possible innovation. A confident CIO needs to keep asking thought-provoking questions, to manage a healthy innovation portfolio, with incremental innovation in optimizing business processes, as well as disruptive innovations with structure in renovating business model and upcoming business expansion. That is the focal point needs to be.

The digital CIOs is the leadership role, not just a transactional manager. The forward-looking organizations have to empower their CIOs and engage them in the core business agenda and strategy planning, and digital CIOs have to proactively work with business partners via practicing triple digital influence. CIOs have to progressively transform IT into a high-performing and high-mature innovation engine, to deliver the business solution and even game-changing for catalyzing strategy execution and long-term growth.


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