Sunday, November 26, 2017

The Monthly Insight of “Digital Maturity” How to Reach the High Level of “IT Maturity” Nov. 2017

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to take a structural approach to move the next level of digital maturity?

         How to Reach the High Level of “IT Maturity”

  • CIOs as Chief Insight Officer: How to Reach the High Level of IT Maturity? If traditional IT organizations act more like a service provider and builder, and then digital IT acts more as a business solutionary and an orchestrator, to conduct an information-mature, customer-centric digital organization. To lead effectively, CIOs need to deal with constant ambiguity and digital disruptions, as they continue to be put on the front line, they need to ensure their organization is ready for changes, space and time are made to scope, plan, and execute. Due to change nature of technology and fast growth of information, CIOs naturally gravitate to a leadership role when things are unknown, things will change, technology is involved, or a tough business problem has to be solved. They must act as “Chief Insight Officer,” to bring the unique insight to the big table, and keep improving IT maturity to get digital ready.

  • Three Stages to Reach the "Art of Possible" in IT? Digital transformation is inevitable, the outlines of the fully digitalized world have long been sketched, now the phenomenon of digital is reaching the inflection point, yet we are now entering an even more rapid and extensive period of change, leading organizations have shifted from “Doing Digital” to “Being Digital.” IT plays a critical role in the digital paradigm shift. To improve its maturity, IT has to reinvent itself, and top business leaders need to reimagine how to leverage information & technology to build differentiated business competency, explore the art of possible, and reach the next stage of IT innovation.
  • Three CIO Debates to Assess IT Digital Maturity IT has become strategically important, it is imperative for IT and business leaders to work effectively and efficiently together to ensure that they are leveraging IT across their companies to attain enterprise-wide digital transformation; not just using IT as a digital extension, but running IT as a digital engine.

  • Three “Don’t” to Improve IT Maturity: Change is inevitable, IT is facing both challenges and opportunities at the sea of changes and abundant growth of information. Whether it's a challenge or an opportunity depends on the relationship between the business and IT and how IT sets the priority to build a balanced “Run, Growth, and Transform” portfolio. There are still many roadblocks on the way, and numerous pitfalls to fail the initiatives for business transformation. It's a challenge if the business and IT “don't work as a whole.” It's an opportunity if the business and IT work together. IT needs to develop the next practices, but also manage a set of “DON'T” list via "lessons learned" in order to reach the next level of maturity.

  • CIOs as “Digital Master”: How to Ride Three Learning Curves to Improve IT Digital Maturity? Due to disruptive nature of technologies and exponential growth of information, the CIO role also becomes more dynamic and multifaceted. Compare to the other executive positions, the CIO role continues to be shaken up, refined, reinvented to get digital ready. A digital CIO has to focus on guiding the company through the digital transformation. At the very least, IT must be a business partner within the organization. Regardless of which industry sectors or the nature of organization you are in, being a digital CIO will need to ride the multitude of learning curves promptly and lead digital transformation effortlessly.
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