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Running IT as the Change Engine of the Digital Business Digital is about change. IT is in a unique position because they can oversee the whole organizational processes and they should have the program skills to implement digital transformation successfully. Thus, in forward-looking organizations, IT has become synonymous with the change department. Change Management needs to be the mechanism embedded in the multitude of IT management disciplines, in order to run IT as a change agent.
The CIOs as Business Polyglot to Facilitate Digital Dialogues? Nowadays, forward-thinking organizations empower their CIOs to facilitate digital dialogues and lead digitalization. Language influences perception, the CIO must be able to translate between the board/business speak and technology in both directions. CIOs need to tailor the different audience and speak multiple business dialects in order to enforce leadership empathy and improve communication effectiveness. Without a clear strategy and a way to communicate it in the language of the business, CIOs will always have trouble getting even "aligned," no mention of reaching the higher IT maturity level of proactively enabling and engaging with business, as well as leading the organization to reach the high level of maturity.
The Monthly “Digital Boardroom: 100 Q&As” Book Tuning: What’s the Top Priority of the Digital Boardroom Aug. 2018 Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. Here is the monthly “Digital Boardroom: 100 Q&As” summary of the digital board’s leadership inquiries.
Take a Fast Track of Going Digital Digitalization implies the full-scale changes in the way the business is conducted. The organizations that have hit the heights of success in the digital world aren’t those that have determinedly followed the old models and ways of thinking or industry best practices; it’s those that have forged a new path and develop their own next practices to move forward. To take a fast track of going digital, it’s necessary for companies to perform an organizational change impact assessment to understand the current state factors, and then, determine what the impacts, risks, and challenges of any proposed change are. The bigger the change initiative is, the more important to take these into account early rather than late in order to lead change steadfastly.
The “Zoom In, Zoom Out, & Diagnostic View” of Digitalization Organizations’ digitalization is surely a transformation journey, as it has to permeate into business vision, strategy, communication, culture, and processes. etc. Before taking actions, start a deep observation to understand your business by capturing a multifaceted view. Cognition, resources, information, motivation, or complexity of each dynamic affect the pace of transformation and timing of subsequent progress. Here is the “zoom in, zoom out, and diagnostic view” of digitalization.
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