Sunday, January 31, 2021

Book “100 IT Charms: Running Versatile IT to get Digital Ready“ Insight: Initiative

 CIO as “Chief Initiative Officer” has become necessary or even imperative to manage strategic digital alignment and orchestration from concept to post-implementation of all initiatives

The purpose of the book “100 IT Charms: Running Versatile IT to get Digital Ready“ is to articulate different flavors of digital IT organizations and brainstorm the best and next practices for running highly innovative and high-performance IT. 

Digital charm is not based on the style presented on the surface but on a set of unique competencies to make IT shine through as a business differentiator.



Initiative & Involvement Change is inevitable. Running a business today is an iterative planning-action continuum. High performance organizations take business initiatives proactively and drive continuous progress steadfastly. Change is never for its own sake, any business initiative, especially change, should be viewed as an "opportunity" for solving business problems, improving employee productivity, delighting customers, optimizing costs or improving business products/services/processes.

IT-Initiative CIOs can convey the vision at the front, but lead the change from behind. Either fast-growing businesses or well-established organizations have to continuously adapt to the numerous changes and well chart the path to significant business transformations such as digitalization or globalization, should CIOs take the initiative to promote such strategic business initiatives, if so, shall they promote at the front or lead from behind?

Innovation Initiatives CIO as “Chief Initiative Officer” has become necessary or even imperative to manage strategic digital alignment and orchestration from concept to post-implementation of all initiatives from the C-level to the front lines, focusing on changes and innovation. CIOs are also quite eager and enthusiastic to drive challenging transformation initiatives, to reinvent IT as the information hub and the business growth engine.

Initiative & Improvement Contemporary businesses are overwhelmingly inundated by exponential growth of information and too many different types of business change management initiatives. Generally speaking, change is usually required when an organization is expanding its business, its mission, instilling a fresh culture, or installing/implementing some new technology. so there is no one size fits all approach to successfully managing change.

How to Manage Business Requirements for IT Initiatives IT is business, every IT initiative needs to have a well-defined business requirement and well-supported business sponsors. What are the most effective vehicles for understanding business requirements? What are effective ways to ensure that non-IT stakeholders are engaged and performing their appropriate roles? Talking to business partners is clearly essential, but are informal discussions sufficient? How does IT get the right executive sponsorship and commitment, who should they be, and perhaps more important, what are the roles that they must play?

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