IT-enabled change scenarios will support the company's vision. Change Management needs to be the mechanism embedded in a multitude of IT management disciplines.
Due to the exponential growth of information and the “disruptive power” of digital technologies, organizations large or small are living in the digital sea today, and they have to change with the "tide” all the time.
IT is in a unique position to manage business information and capture the oversight of the entire company and become the business linchpin. The change agent CIOs have a combined understanding of people, processes, and technology in translating the company's change agenda into a step-wise IT-enabled change scenario.
IT needs to engage with the business units to find out what the pain points really are: Nowadays change is the new normal with increasing speed. It is a big "responsibility," but also full of opportunities for IT to reinvent itself as the “change department” of the company. Every change needs to have a noble business purpose. IT needs to proactively participate in business conversations. It is important to have IT resources, assets, and talent aligned with business strategies and objectives and refined to the point to make sure that IT is nimble and adaptable to changing business demands in a timely fashion and it can be reapplied to altering business priorities.
With continuous disruptions often driven by technologies and an unprecedented level of uncertainty, IT leaders should be able to leverage information and knowledge to envision not only where a company believes it is going but how it will get there and how it might be missing out on opportunities. They have to play a critical role in channeling business flow, fine-tuning underlying organizational structures, and optimizing business processes to streamline communication flow, knowledge flow, idea flow, and therefore, business flow for adapting to changes and achieving a digital premium.
Developing change capability by running IT as the business change engine: IT is at the center of changes. High mature IT organization has become synonymous with the change department and creates the business synchronization of all functions running at the multiple levels of the organization seamlessly. It means involving the entire organization in major change efforts that support key business strategies to drive change and accelerate performance. CIOs need to develop IT-driven change management practices to reach the next level of business maturity and run IT as the change engine of the digital business.
Change is a dance between the top management and the affected parts of the organization. The CIO needs to see the business in terms of IT-enabled solutions, other C-levels might not be able to. Change Management is no longer spontaneous activity but an ongoing business capability. It is all about balancing the main elements impacting change such as people, strategies, processes/ procedures, Information & Technology. IT is an integrator to glue all-important change elements seamlessly and make people change, process change, and technology change sustainable for the long term.
Information Technology should be seen by any business as a “digital game-changer”: The digital transformation is the large scale of change, the purpose of such radical change is to make a significant difference in the overall levels of business performance and organizational maturity. Business and IT are inextricably linked in the hyperconnected digital era, IT provides an important structure and framework to streamline processes and lead digital transformation in a structural way. “Change Agent” IT can orchestrate processes, tools, and people into differentiated business competency to drive business transformation from strategy to deployment.
More specifically, IT plays a change agent role in Business Transformation via systematic thinking and well-thought-out planning, to ensure IT is strategically positioned to be ahead of where the business is moving next, and ultimately becomes the change agent. IT leaders are in a unique position to drive systematic change because they can see the whole organization and should have the program skills to implement transformation successfully.
IT-enabled change scenarios will support the company's vision. Change Management needs to be the mechanism embedded in a multitude of IT management disciplines. The success of the change program is measured by results that are important values to the organization, and the cultural adoption of these goals is part of that measure, with the ultimate goal to run IT as a change agent.
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