Monday, March 23, 2020

The Monthly “12 CIO Personas” Book Turning: Reinvent IT as Innovation Hub Mar. 2020

Forward-looking organizations are reinventing IT reputation from a cost center to a value creator, from a static support function to innovation hub; and from inside-out operation driven to outside-in customer-centric.

This 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.

    Reinvent IT as Innovation Hub 

Running IT as an Innovation Hub IT is omnipresent and permeated into every corner of the organization. Forward-looking organizations are also reinventing IT reputation from a cost center to a value creator, from a static support function to a dynamic change agent; and from inside-out operation driven to outside-in customer-centric. To put simply, how can IT build differentiated capabilities to become an information power center and an innovation engine?

Five Digital Themes of High Mature Digital Organization With the increasing speed of changes and exponential growth of information, today’s companies need to be organized in running with quantum speed. It means that the organizations have to embed digital across the organization, expand to every dimension of the company, to emphasize communication, participation, relationships, and realize that they have to renew themselves periodically to cope with change effectively.

The New Book “IT Innovation” Introduction Chapter 1 Reinvent IT as an Innovation Hub Innovation is neither serendipity nor status quo, it needs to break some outdated rules but takes a systematic approach with clearly defined principles, robust, not overly rigid processes to implement it. There is no one size fits all formula to run a highly effective and highly innovative IT organization because different IT organizations and the enterprise as a whole are at the different stage of the business maturity.

The CIO as both Creative Theorist and Innovative Digital Practitioner Digitalization is the evolutionary business transformation that evolves production, adoption, assimilation, exploitation, and exploration of a value-added novelty in the business. The purpose of digital businesses today is to advocate better ways to do things, amplify collective human capability and business capacity in order to compete confidently and keep the business growth momentum.

Digital CIOs as Business Strategists and Artistic Technologist At the industrial age, CIOs are often perceived as the technology geek or the back office technician to keep the lights on, and most IT organizations are struggling to align with the business, get stuck at the lower level of maturity for keeping things functioning. Nowadays, lightweight digital technologies become more mature, IT is striving to integrate with the business, and IT has to move up its maturity from functioning to firm to delight. Thus, digital CIOs need to be the business strategist and artistic technologist for running high-innovative, high-performance, and high-mature digital organizations.

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 diligent gardeners, to build a unique IT landscape via tuning technology, removing waste, nurturing culture, and empowering people.


Post a Comment