Digital IT paints an excellent picture of the business interaction and independence of the expanded digital ecosystem.
In traditional organizations, IT is often set back, waiting for the business’s requests, and IT is perceived by the business as an order taker and slow to change. With fierce competition and rapid changes, digital IT is a paradigm shift in role, responsibility, attitude, and aptitude, and has to meet the needs of the business timely. IT is a major business differentiator and needs to be on top of business initiatives to be successful.
Multifunctionality of PMO: IT is the backbone to achieve operational excellence and the linchpin of differentiated business competency. An effective CIO’s job is to improve operations to reduce the burden on the company while trying to stay current with ever-changing information and technologies. That includes reducing varying costs, improving information systems, streamlining processes, and providing continually expanding IT-enabled services/solutions. They need to make an objective assessment: Which services that are concerned (increase/decrease in demand) and if IT needs to modify /provide new service bundles, can you ensure that services/applications are up and running (business continuity) at the same time, etc.
CIOs need to deliver value to the organization. They must ensure that application development does not proceed without a "clear business rationale." The PMO should be there to ensure the correct level of management control is in place and provide "bespoke" tools for agile environments-something tailored to be fit for the purpose of IT application development and tailoring the needs of a specific customer. Digital is the age of continuous delivery, PMO provides the overall direction, control, and transparency in the delivery of various projects, harness integration, interaction, and innovation, ensuring real-time appraisals take place consistently and can be tracked accordingly.
ITA fluency: Excessive IT complexity limits innovation and enlarges gaps between IT and business. IT leaders should evaluate whether IT provides a cost-effective and secure IT architecture that permits the rapid development of new business solutions. The useful tools such as IT Architecture (ITA) helps the IT management improve the growth capacity and maturity of the organization, and achieve a situational balanced compromise or a trade-off. IT Architecture (ITA) is also a balanced tool to light up the business full cycles and emerging properties (trends, opportunities) to create the business synergy and ensure the business as a whole is superior to the sum of pieces
IT Architect is a technology strategist who understands the need for root cause analysis of an issue with regards to existing systems and is able to find a systemic solution by working closely with varying business functions. Business leaders should understand IT management in the company scope, facilitate IT-enabled business initiatives, responsibility, objectives, and needed resources to be successful. By leveraging ITA/Solution Architecture as a good tool, the management can get a better clearer picture of IT solutions from a cost, transparency, and complexity perspective, etc.
Cost transparency: Digital CIOs will contribute to revenue generation when they are part of the senior executives' team. From an ROI perspective, can they spell out the cost? Do cost/benefits analytics is important to improve IT effectiveness and efficiency. As a CIO, your key metrics focus only on cost, then don't be surprised if you are managed on cost, and IT is perceived as a cost center. If your metrics are all pointed backward in the technology, then don't be surprised that the business can't really understand the value of IT, so IT still gets stuck as an isolated support function. To clarify IT investment ROI, IT leaders should invite the business to provide feedback about the potential benefit. A business stakeholder has to be accountable for realizing the benefits, not IT.
On the ROI side, there are metrics that could be used and monetized. IT initiatives are not discrete from the business as a whole. ROI is expanding into other less measurable, but no less tangible areas such as employee satisfaction, creativity, teamwork, collaboration, making silos disappear, etc. Every new technology adopted must facilitate business progress but also bring down the incremental cost of growth and the time to market. The top IT performer makes an excellent work breakdown structure that results in an accurate cost, time, and resource estimation, constantly realigning technology against the enterprise's business needs and measuring things really matter to the business's success.
Digital IT paints an excellent picture of the business interaction and independence of the expanded digital ecosystem. Forward-looking companies have positioned their IT organizations at the digital frontier to drive changes, optimize cost, build business processes/capabilities, and catalyze business growth. The high caliber IT organizations can orchestrate key success factors to drive digital transformation from information to innovation, and strategy to deployment.
CIOs need to deliver value to the organization. They must ensure that application development does not proceed without a "clear business rationale." The PMO should be there to ensure the correct level of management control is in place and provide "bespoke" tools for agile environments-something tailored to be fit for the purpose of IT application development and tailoring the needs of a specific customer. Digital is the age of continuous delivery, PMO provides the overall direction, control, and transparency in the delivery of various projects, harness integration, interaction, and innovation, ensuring real-time appraisals take place consistently and can be tracked accordingly.
ITA fluency: Excessive IT complexity limits innovation and enlarges gaps between IT and business. IT leaders should evaluate whether IT provides a cost-effective and secure IT architecture that permits the rapid development of new business solutions. The useful tools such as IT Architecture (ITA) helps the IT management improve the growth capacity and maturity of the organization, and achieve a situational balanced compromise or a trade-off. IT Architecture (ITA) is also a balanced tool to light up the business full cycles and emerging properties (trends, opportunities) to create the business synergy and ensure the business as a whole is superior to the sum of pieces
IT Architect is a technology strategist who understands the need for root cause analysis of an issue with regards to existing systems and is able to find a systemic solution by working closely with varying business functions. Business leaders should understand IT management in the company scope, facilitate IT-enabled business initiatives, responsibility, objectives, and needed resources to be successful. By leveraging ITA/Solution Architecture as a good tool, the management can get a better clearer picture of IT solutions from a cost, transparency, and complexity perspective, etc.
Cost transparency: Digital CIOs will contribute to revenue generation when they are part of the senior executives' team. From an ROI perspective, can they spell out the cost? Do cost/benefits analytics is important to improve IT effectiveness and efficiency. As a CIO, your key metrics focus only on cost, then don't be surprised if you are managed on cost, and IT is perceived as a cost center. If your metrics are all pointed backward in the technology, then don't be surprised that the business can't really understand the value of IT, so IT still gets stuck as an isolated support function. To clarify IT investment ROI, IT leaders should invite the business to provide feedback about the potential benefit. A business stakeholder has to be accountable for realizing the benefits, not IT.
On the ROI side, there are metrics that could be used and monetized. IT initiatives are not discrete from the business as a whole. ROI is expanding into other less measurable, but no less tangible areas such as employee satisfaction, creativity, teamwork, collaboration, making silos disappear, etc. Every new technology adopted must facilitate business progress but also bring down the incremental cost of growth and the time to market. The top IT performer makes an excellent work breakdown structure that results in an accurate cost, time, and resource estimation, constantly realigning technology against the enterprise's business needs and measuring things really matter to the business's success.
Digital IT paints an excellent picture of the business interaction and independence of the expanded digital ecosystem. Forward-looking companies have positioned their IT organizations at the digital frontier to drive changes, optimize cost, build business processes/capabilities, and catalyze business growth. The high caliber IT organizations can orchestrate key success factors to drive digital transformation from information to innovation, and strategy to deployment.
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