Saturday, June 3, 2017

The Monthly Digital CIO Spotlight: CIO as Chief Influence Officer June 2017

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 amplify leadership influence and run IT as a growth engine and Innovation Hub? Here is the monthly spotlight of the CIO.      
       CIO as Chief Influence Officer
  • CIOs as “Chief Influence Officer” with Multidimensional Influence? Tradition CIOs have been perceived as the tactical IT managers, running IT as a support function to keep the lights on. Nowadays, with fast-paced changes and overwhelming growth of information, contemporary CIOs face many leadership dilemmas: Being sustainable or disrupt, keep status quo or innovative? Act as a business executive or an IT manager, focus on transactional activities or transformative change etc. The command-control leadership style is no longer fit for the hyperconnected and highly transparent digital new normal. Digital CIOs today must shape their digital mindsets and develop their leadership capabilities to make multidimensional influence across the organization as well as the digital ecosystem.
  • The Modern CIOs’ Digital Mantra: Go Deeper to Lead Forward Organizations large or small are stepping into the deep, deep digital new normal with the overwhelming growth of information, continuous technological disruptions, as well as the VUCA” digital characteristics. The pace of changes in IT would force more CIOs to shift into transformation-oriented digital leadership roles because IT plays a significant role in driving the digital transformation of the company. Contemporary CIOs need to have multiple personas, explore the breadth and depth of the role and go deeper in order to lead forward.
  • CIOs as “Chief Influence Officer”: The CIO’s 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?

  • CIOs as Story Tellers: How to Harness Communication for Accelerating Digital Transformation  There are very few businesses today can state that IT does not play a significant role in the day to day operations or even long-term strategic positioning. However, there is the high percentage of IT organizations still get stuck at the very low level of maturity, being perceived as a cost center and back office support function. It is caused by the lack of strategic approach to reinventing IT as well as the poor communication between business and IT. Therefore, CIOs as digital leaders today have to truly become the strategic leader, to envision the role of IT in leading changes, and catalyzing strategy execution. They also need to be the great “storytellers” to harness communication for accelerating digital transformation.

  • 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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