The digital organization is a living thing with the ability to continually change as the world changes and evolves with an intersecting and interacting business ecosystem seamlessly.
In forward-looking organizations, IT has become synonymous with the change department. IT is not only the super glue but also a business integrator to weave all important change elements such as people, strategies, processes// procedures, and Information Technology seamlessly, and make people change, process change and technology change sustainable for the long term.
IT reflection and evaluation practice: The purpose of digitalization is to make a significant difference in the overall levels of organizational maturity. Thus, it’s important for CIOs to spend time on doing IT reflection and evaluation by asking: Is IT there to “keep the lights on” only, or is IT expected to actively take part in strategic decisions or innovative initiatives? Does IT stretch, challenge, or interrupt the status quo? Can IT expand the zone of possible change and innovation? Does IT drive team building and organizational learning? Is IT in a high-involvement process to make the digital paradigm shift? Etc. CIOs need to evaluate the overall IT manageability, innovation capability, skill gaps and ensure that IT is on the right track for progression and moving up to the high level of organizational maturity. CIOs should step out of the routine transactional activities for a while, and reimagine the new possibility to run an innovative digital IT organization consistently.
Cross-functional communication and collaboration practices: Traditional IT organizations were often run as a siloed support center, an order taker or a help desk. Those CIOs who are technology geeks or tactical managers don’t understand the business side of the story. There are negative conflicts when the organization has little collaborative competency, but when they communicate, collaborative, and integrate, there is more potential to innovate and create the business value. Because IT oversees business processes which underpin digital capabilities. Thus, the contextual understanding of business and cross-functional communication help IT management gain the holistic perspective of the business and focus on building the solution-driven digital organization. It is the responsibility of the today's digital leaders to initiate his or her team to break silos and realize the common goals or strategies which are far more important than the personal or departmental goals.
The digital organization is a living thing with the ability to continually change as the world changes and evolves with an intersecting and interacting business ecosystem seamlessly. IT is at the center of changes. CIOs need to develop IT-driven change practices to reach the next level of the business maturity and run IT as the change engine of the digital business.
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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
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