Sunday, January 1, 2017

The Monthly Spotlight on Digital CIOs: CIOs as the Mastermind of Digital Transformation Jan. 2017

Modern CIOs have many personas, they are the mastermind of the digital transformation.

Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the lights 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, contemporary IT leaders need to be the mastermind of digital transformation. But more specifically, what are the digital-savvy CIOs doing to run IT as a growth engine and innovation Hub? Here is the monthly spotlight of the CIO.       

   CIOs as the Mastermind of Digital Transformation

  • The Nature and Nurture of Digital CIOs  Due to changing nature of technology and the multifaceted impact of modern IT organization, the CIO is perhaps one of the most sophisticated leadership roles in the digital transformation. The role of the Chief Information Officer is a very tricky one and hard to fill. The problem is heavily masked because the position is often filled with the wrong person. Contemporary CIOs are expected to play multiple personas; besides being the tactical IT manager, leadership is considered the top attribute for CIOs. So are digital CIOs nature or nurtured? What are the most important attributes of IT for the digital transformation?
  • Three Principles to Highlight Digital IT leadership? Due to the “VUCA” characteristics of digital new normal, IT is in the middle of a sea change, Modern technology proves the human’s progress. At a contemporary business, technology is an enabler for the business transformation, process optimization and talent empowerment. It is important to realize that there are basic principles and rules that make it work. CIOs must set guidelines to run digital organizations. Here are three principles to highlight digital IT leadership.
  • Mastering the Complexity of the Digital CIO Role  Due to the abundance of information and omnipresence of technologies, IT plays a pivotal role in the business’s digital transformation journey. Therefore, digital CIOs have to wear multiple hats and play different roles in the information-abundant organizations today. Nowadays, the CIO is not just managing IT to keep the lights on, but managing information to ensure the right people getting the right information at the right time to make the right decisions; and take visionary leadership in orchestrating the digital transformation journey smoothly. Transformation means to change the “nature” of something, albeit that the increasing pace of technological advances has clearly impacted the nature and scope of opportunities, digital transformation represents a break with the past, with a high level of impact and complexity. So how can IT leaders master the complexity of the digital CIO role in order to lead effortlessly?

  • How to Master Multidimensional Digital Thinking Effortlessly: Due to the changing nature of IT with overwhelming information and fast growing digital technologies, IT becomes over-complex with high velocity. The CIO is not a static management role, but a dynamic leadership role. Digital CIOs must wear multiple hats to play situational leadership, and the CIO’s responsibilities can be quite varied even with the same title or position. In order to lead effectively with broader vision and comprehensive strategy at the age of digital with "VUCA" characteristics, CIOs need to be the “Thinkingaire” who can master multidimensional digital thinking, and lead digital transformation effortlessly.

  • Raising the Profile of Digital CIOs Contemporary digital CIOs wear multiple hats, play different roles with multiple personas. There is a distinct difference between a great CIO and an average CIO in terms of identifying and implementing competitive advantages and being a great leader. What are modern CIOs’ digital profile, and how can they improve leadership effectiveness and shift their role from transactional managers to transformational leaders?

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