It is in some synthesized sense that IT can knit all important business elements into differentiative business competency.
Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. What are digital CIO’s profiles and how to reboot IT to get digital ready and cultivate the culture of learning and innovating?
Running IT as Digital Transformer
Running IT as “Digital Explorer” IT has expanded its impact in every organizational dimension to improve the company’s operational excellence, business responsiveness, performance, flexibility, and Innovation. IT leaders sense the urgency to spend a significant portion of resources and time on strategic business initiatives and put diligent efforts on innovation management. It is in some synthesized sense that IT can knit all important business elements into differentiative business competency; IT can integrate different business functions to ensure that the company as a whole is superior to the sum of pieces. Visionary IT leaders are running IT as “digital explorer” to pursue the “art of possibilities.” Classic information technology strategy as an integrated component of the business strategy can be divided into the following three areas:
Three “Soaring Factors” to Accelerate IT Transformation With the fast pace of changes and exponential growth of information, IT becomes the building blocks of business competency and the key success factors of long-term business success. Regardless of which industry or the nature of the organization you are in, IT leaders need to get really creative on how they can create unique business value from piles of the abundance of information and commoditized technology; and how they can leverage those soaring factors to accelerate IT transformation?
Three Practices to Fortify IT Transformation Due to rapid change, fierce competitions, and continuous disruptions often led by technologies, IT can no longer feel like it has a monopoly on delivering solutions to the business. With vendors now offering cost-effective on-demand model IT services or solutions that business can utilize directly with almost no IT support, IT should feel competitive pressure to reinvent itself as a business differentiator. In practice though, there is the gap between the aspirations of what IT could do to the business versus what the current IT “mentality” and capacity within the respective IT department is capable of providing and enabling. What are the best or next practices to fortify IT transformation?
Shaping IT Competency to Drive Digital Transformation Digital businesses are becoming complex and uncertain. Technologies nowadays are the disruptive forces behind digital disruptions, and information is one of the most invaluable assets of modern businesses. Organizations across industrial sectors rely more and more on information and technology. Thus, from a strategic perspective, to survive and thrive, it’s not sufficient to run IT as a commodity service provider, IT is the value-added business partner that makes the company different and achieve more. IT organization has more to offer but also has more obstacles to overcome. How to shape IT competency and improve IT performance and maturity.
Three Perspectives of Running High-Proficient IT With “VUCA” digital new normal, great opportunities, dangers, and disruptions are around every corner. Running a highly proficient IT means a lot of things that IT has to master, such as operational excellence, innovation, performance, change, consolidation, integration, modernization, optimization, intelligence, value creation, speed, and maturity, etc. In practice, today's IT organizations face a lot of obstacles and encounter many distractions stopping them from laser focusing on achieving strategic goals. Many IT organizations suffer from overloaded tasks and overwhelming information, how to overcome barriers to run high-proficient IT organization?
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