CIOs have to define a set of IT competency to tailor the organizational needs and rebrand IT as the change agent or revenue maker.
For IT to be effective, you need to accomplish multiple things, leverage information and apply technology to pour more on the top line, shift from IT-business alignment to IT-customer alignment. IT executives need to master both hard and soft management disciplines, maintain a clear and efficient bottom line, and push hard enough to drive business growth and innovation.
Get the "utility" aspect of IT solidified: IT infrastructure is the backbone of contemporary organization; building IT operational competency is fundamental, keep the business lights on by delivering solidified IT services or solutions. It is challenging because it requires optimizing corporate processes and fine-tuning business competency continually. CIOs should optimize business operation management capacity with a keen eye to grasp growth opportunities, manage risks, and achieve operational excellence
Information is useless if it cannot transform into business insight or foresight, technology by itself is the means to the end, not the end itself. Capability can "contain" many services, processes, and functionality in which IT is one of the most critical elements in weaving them together into business competency. When IT operation is refined to the point that they are nimble, can adapt to changing business demands in a timely fashion; it can be reapplied to altering business priorities and be effective with a little down curve, IT is on the right track to achieve high-level operational competency.
Build your staff into capable business experts rather than inflexible technicians: IT plays a crucial role in empowering the digital workforce with efficient tools for improving productivity, staff engagement, achieving workforce excellence, integrating people, process, and technology into the differentiated business competency. IT needs both talented specialized generalists as capable business experts with an in-depth understanding of business to bridge functional gaps. IT also needs dedicated specialists to focus on technical excellence.
People are the center of everything we do to run an innovative organization. IT leaders should always ask themselves whether the workplace is healthy enough to attract the best and brightest; whether people have been put in the right positions to solve right problems at the right time; whether they can attract and sustain the bright, capable and positive people and bring wisdom to the workplace. It’s important to identify the skill gaps and define the technical or functional competencies required to achieve business goals. If any talent gaps exist, what’re the root causes behind it? It is important to expand the talent pipeline, innovate talent management and performance management, fill talent gap, update talent competency models, and take a holistic people management approach.
Learn your business, and its strategic imperatives; listen to your clients, stakeholders, vendors, partners, and staff: To run an intelligent organization, IT needs to become a key differentiator. Business management requires IT to provide tailored solutions by understanding the business, and becoming the strategic partner that works both "on the business" and "in the business," not just "for the business." redesign IT role and culture as a co-creator of top-line value, growth, and profitability.
IT leaders have to define a set of IT competencies to tailor the organizational needs and rebrand IT as the change agent and revenue maker. Be careful, you do not want to come across as having a solution looking for a problem, perhaps starting with some listening would help, collect feedback from varying stakeholders, ensure you have the commitment from the senior executives to engage in formal and informal dialogue to derive a viable business strategy that is enabled/driven by IT.
IT can no longer just be run as a commodity service provider to keep the lights on only. CIOs have to define a set of IT competency to tailor the organizational needs and rebrand IT as the change agent or revenue maker. IT is an important business enabler which can weave all necessary elements of the business into strategic capabilities and unique competency of the organization.
Get the "utility" aspect of IT solidified: IT infrastructure is the backbone of contemporary organization; building IT operational competency is fundamental, keep the business lights on by delivering solidified IT services or solutions. It is challenging because it requires optimizing corporate processes and fine-tuning business competency continually. CIOs should optimize business operation management capacity with a keen eye to grasp growth opportunities, manage risks, and achieve operational excellence
Information is useless if it cannot transform into business insight or foresight, technology by itself is the means to the end, not the end itself. Capability can "contain" many services, processes, and functionality in which IT is one of the most critical elements in weaving them together into business competency. When IT operation is refined to the point that they are nimble, can adapt to changing business demands in a timely fashion; it can be reapplied to altering business priorities and be effective with a little down curve, IT is on the right track to achieve high-level operational competency.
Build your staff into capable business experts rather than inflexible technicians: IT plays a crucial role in empowering the digital workforce with efficient tools for improving productivity, staff engagement, achieving workforce excellence, integrating people, process, and technology into the differentiated business competency. IT needs both talented specialized generalists as capable business experts with an in-depth understanding of business to bridge functional gaps. IT also needs dedicated specialists to focus on technical excellence.
People are the center of everything we do to run an innovative organization. IT leaders should always ask themselves whether the workplace is healthy enough to attract the best and brightest; whether people have been put in the right positions to solve right problems at the right time; whether they can attract and sustain the bright, capable and positive people and bring wisdom to the workplace. It’s important to identify the skill gaps and define the technical or functional competencies required to achieve business goals. If any talent gaps exist, what’re the root causes behind it? It is important to expand the talent pipeline, innovate talent management and performance management, fill talent gap, update talent competency models, and take a holistic people management approach.
IT leaders have to define a set of IT competencies to tailor the organizational needs and rebrand IT as the change agent and revenue maker. Be careful, you do not want to come across as having a solution looking for a problem, perhaps starting with some listening would help, collect feedback from varying stakeholders, ensure you have the commitment from the senior executives to engage in formal and informal dialogue to derive a viable business strategy that is enabled/driven by IT.
IT can no longer just be run as a commodity service provider to keep the lights on only. CIOs have to define a set of IT competency to tailor the organizational needs and rebrand IT as the change agent or revenue maker. IT is an important business enabler which can weave all necessary elements of the business into strategic capabilities and unique competency of the organization.
3 comments:
Support of IT. Industrial Engineering through #ProcessMining.
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