Saturday, August 24, 2019

The Monthly “12 CIO Personas” Book Turning: CIO as “Chief Improvement Officer” - How to Improve IT Maturity Aug. 2019

The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.

The book “12 CIO Personas: The Digital CIO’s Situational Leadership Practices is the extensive brainstorming and logical content expansion of my book “CIO Master: Unleash the Digital Potential of IT,” to reimagine and reinvent CIO leadership via practicing multitudes of digital influence. The important thing is that CIOs as the top leadership role must have a strong mindset, a unique personality, and a clear idea of what needs to be done, yet creative enough to not hold the company back from growth. Regardless of which personality they have, digital CIOs need to be both transformational and situational, innovative and tactical, business savvy and technology insightful, communication-effective and operation-efficient. Here is a set of blogs to brainstorm CIOs as “Chief Improvement Officer.”

CIOs as “Chief Improvement Officer” - How to Improve
IT Maturity

CIO as Chief Improvement Officer The “I” in the CIO title is full of imagination; the "Chief Improvement Officer" is a right fit for the modern CIO role. CIOs need to have unique business insight, technological vision to understand the business not only from the inside-out viewpoint but through outside-in customer’s lens. With that knowledge, CIOs can drive innovation to improve the hard business process and soft organizational culture by implementing the technical solution and improve IT and overall business agility and maturity.

Make Radical Shift to Improve IT Organizational Maturity Information Technology is permeating into every corner of the organization and continues to grow in importance to the company across the vertical sectors. The increasing speed of change forces IT leaders to get really creative on how they architect and implement change, make broader, deeper, and bolder impact, and ensure that IT is strategically positioned to be ahead of where the business is moving next, in order to drive change and lead the digital paradigm shift seamlessly.

Five “Missing-Links” to Stop IT from Reaching Next Level of Maturity Nowadays, information and technology become the creative disrupter to business growth and industry evolution. IT is no longer just an enabler of the business strategy, but becomes an integral part of the strategy. However, in many companies across industrial sectors, IT is still perceived as an isolated support function and reactive service provider. How to identify and strengthen those missing links in order to run a high mature digital IT organization?

Setting High Standard to Run High Mature Digital IT Organization Organizations across the industrial sectors are relying more on information technology, IT organization has more to overcome. It’s simply not sufficient to run IT as a support function only. IT can provide the business ability to explore new business models by knitting all important components seamlessly or delight customers by providing them with digital options. IT organizations can bring up business benefit by mixing diverse business elements to create great products, services, or processes which generate differentiated value for the long-term growth of the business. It’s time to set a high standard to run high mature digital IT organization.

Five Characteristics of IT Maturity Compared to the considerably static industrial age, the digital environment is complex, uncertain, unpredictable and unrepetitive. Organizations rely more and more on technology, and IT needs will only expand. Thus, the CIO’s ability to build fundamental business competency is now greater than ever. How well an IT organization can adapt to the dynamic environment directly affects the future of the business. IT maturity is proportional to overall business maturity. IT touches both hard business processes and soft human behavior. Here are five characteristics of IT maturity.

Modern organizations have their own sophistication with silo functions, the sea of information, and the pool of talent. The CIO is an inherently cross-functional role, to bridge the business and IT; the data and insight, the business’s today and tomorrow. The digital CIOs have to wear different personas and master multiple leadership and management roles effortlessly. They need to lead at the strategic level for conducting a complex digital orchestra; they should be handy managers to plumbing information and keep it flow smoothly; they also have to be like the diligent gardeners, to build a unique IT landscape via tuning technology, removing waste, nurturing culture, and empowering people.


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