The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.
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.
Chief Innovation Officer
Innovation Provocateur Technology is often the disruptive force behind innovation and information is the gold mine all forward-looking organizations across vertical sectors dig into. Information Technology is the linchpin of digital transformation which starts with the realization that where you currently no longer can deliver the strategic business goals and reach the long-term business vision of your company and shareholders.
Idea Officer -Three Aspects of Idea Management Innovation is the light every forward-looking organization is pursuing. However, innovation should no longer be treated as serendipity; it can be managed systematically and scientifically. From strategic planning to resource allocation and funding, to program management, to rewards and recognition, the comprehensive innovation management with platform support, and on-site program management can help an organization build a strong innovation program from the ground-up.
CIOs as “Chief Initiative Officer” The magic “I” in the CIO’s titles implies so many things: “Chief Information Officer,” “Chief Innovation Officer,” “Chief Improvement Officer,” “Chief Influence Officer,” "Chief Insight Officer," etc. In practice, the CIO role should transform from a reactive IT manager to a proactive digital leader; from a controller to a change agent.
InnovativefactorsofdigitalCIO Due to the exponential growth of information and often technology-led disruptions, clearly, the role of IT and that of the CIO is going through significant changes, CIOs need to follow their set of principles, enhance unique leadership strength, and tailor their business circumstances to make IT leadership influence by practicing the following five “I”s.
The Uniqueness of Digital IT At the dawn of the digital era, with rapid changes and exponential growth of information, IT is no longer just that monolithic support function which is hidden behind; on the contrary, it continues to grow in importance to organizations, both operationally and as a competitive advantage. The role of CIO is unique because every CIO is different and whatever the management team needs or wants at the time out of the CIO will also be different, and by type of business needs will be different as well. More specifically, what’s the uniqueness of digital IT and how to run IT as a business differentiator?
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 the diligent gardeners, to build a unique IT landscape via tuning technology, removing waste, nurturing culture, and empowering people.
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