Digital CIOs need to be proactive, visible, and influential top business leaders.
As businesses change shape, size, expansion, and transformation, CIOs have to wear different personas and master multiple leadership and management role effortlessly. The important thing is that the digital CIO as the top leadership role must have the strategic mindset, interdisciplinary knowledge, unique personality, and a clear idea of what needs to be done, yet creative enough to not hold the company back from growth, and ideally, becomes the digital change agent.
Understanding the essence of changes: Change is not for its own sake, laser focus on the business purpose behind it. A change is a fundamental way you look at what you are doing is needed. Why are you trying to make changes? What are you going to do with it? Does your organization take a proactive approach to changes, or only react to changes that have already occurred or is underway. There are organizational change, technological change, and behavior changes. The clear goals for change should focus on betterment, forwarding, and upward improvement. Understanding the essence of changes is critical to improving the success rate of change management. Because sometimes change is the problem, sometimes a lack of change is the problem. Sometimes, times the problem is the inability to perceive a change in the environment and adapt when conditions require it. Sometimes the problem is with the ability to plan and manage changes in a structural way. Organizations have to learn “Why” to change; “What” to change, “Who” are the change agents, “When to change, and “How” to change effectively.
CIOs must set principles, guidelines, and rules to run a “Change Agent” digital IT organization: IT is in the middle of a sea change, CIOs shouldn't get pushed for changes, they are actually in a better position to play a role as the change agent. Running a highly responsive IT organization needs to get support across the organizational boundaries - from the boardroom to the front desk. However, many CIOs graduate from IT management where their job was to maintain. The transition from a maintenance mindset to a changing mindset is a stretch for some IT leaders, but it’s critical to run a dynamic digital IT organization. CIOs are accountable for the critical part of the business which is constantly changing and evolving. Thus, digital CIOs should be capable of evolving leadership skills to not only match the pace with the changes in technology and pace at which the organization can effectively manage those changes but also proactively drive changes in business transformation.
Set the priority for Change Management and make change deliverables continually: Change Management is not an isolated practice, it should go hand in hand with strategy management, program management, and performance management. Priority should be clear, approved and shared, the staff should know the big pictures, and know what their role is in it, ensure people committed and incentivized to the plans. There are significant change deliverables that must be tiered to all change plans. The changes delivered could be incremental by training, transitional by improving processes; or transformational if it is fundamentally shifting the entire business model of an organization. You must show change progress as you go along so the business can justify the IT investment.
Change in and of itself is never the reason. Change is an ongoing business capability. Change Management needs to be a mechanism embedded in a multitude of IT management. Digital CIOs need to be proactive, visible, and influential top business leaders, get out of the comfort zone and have to become the change agents to walk the talk effortlessly.
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The New Book "The Change Agent CIO: The CIO's Dynamic Role of Leading Digital Transformation" Introduction
The New Book “The Change Agent CIO” Introduction Chapter 1 The Digital CIO as Change Agent
The New Book “The Change Agent CIO” Introduction Chapter 2 The Pervasive Change and Digitalization
The New Book “The Change Agent CIO” Introduction Chapter 3 The Digital IT Change Agenda
The New Book “The Change Agent CIO” Introduction Chapter IV The Digital IT Change Practices
The New Book “The Change Agent CIO” Introduction Chapter V IT Innovation and Intrapreneurship
The New Book “The Change Agent CIO” Introduction Chapter VI: The Digital Change Agent
The New Book “The Change Agent CIO” Introduction Chapter VII Avoid Pitfalls to Run Dynamic Digital IT
The New Book “The Change Agent CIO” Introduction Chapter VIII Play the Number Game Wisely
The New Book “The Change Agent CIO” Quote Collection I
The New Book “The Change Agent CIO” Quote Collection II
The New Book “The Change Agent CIO” Quote Collection III
CIOs must set principles, guidelines, and rules to run a “Change Agent” digital IT organization: IT is in the middle of a sea change, CIOs shouldn't get pushed for changes, they are actually in a better position to play a role as the change agent. Running a highly responsive IT organization needs to get support across the organizational boundaries - from the boardroom to the front desk. However, many CIOs graduate from IT management where their job was to maintain. The transition from a maintenance mindset to a changing mindset is a stretch for some IT leaders, but it’s critical to run a dynamic digital IT organization. CIOs are accountable for the critical part of the business which is constantly changing and evolving. Thus, digital CIOs should be capable of evolving leadership skills to not only match the pace with the changes in technology and pace at which the organization can effectively manage those changes but also proactively drive changes in business transformation.
Change in and of itself is never the reason. Change is an ongoing business capability. Change Management needs to be a mechanism embedded in a multitude of IT management. Digital CIOs need to be proactive, visible, and influential top business leaders, get out of the comfort zone and have to become the change agents to walk the talk effortlessly.
Amazon Order Link
B&N Order link
IBook Order Link
The New Book "The Change Agent CIO: The CIO's Dynamic Role of Leading Digital Transformation" Introduction
The New Book “The Change Agent CIO” Introduction Chapter 1 The Digital CIO as Change Agent
The New Book “The Change Agent CIO” Introduction Chapter 2 The Pervasive Change and Digitalization
The New Book “The Change Agent CIO” Introduction Chapter 3 The Digital IT Change Agenda
The New Book “The Change Agent CIO” Introduction Chapter IV The Digital IT Change Practices
The New Book “The Change Agent CIO” Introduction Chapter V IT Innovation and Intrapreneurship
The New Book “The Change Agent CIO” Introduction Chapter VI: The Digital Change Agent
The New Book “The Change Agent CIO” Introduction Chapter VII Avoid Pitfalls to Run Dynamic Digital IT
The New Book “The Change Agent CIO” Introduction Chapter VIII Play the Number Game Wisely
The New Book “The Change Agent CIO” Quote Collection I
The New Book “The Change Agent CIO” Quote Collection II
The New Book “The Change Agent CIO” Quote Collection III
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