For the CIOs’ Perspectives on Digital Transformation study, IT leaders from a wide range of industries and organization sizes were asked about the nature of their ongoing digital transformations, progress along their journeys, challenges, and more. Based on their responses and our experience with clients, we have drawn the following conclusions about the state of digital transformations in 2018.(more…) Read More
For too many people, the concepts of “acting as a responsible CIO” and “taking risks” are mutually exclusive. A Traditional CIO is accustomed to a world where if nothing breaks, their job is safe. If they don’t touch anything, they can’t break anything. In this paradigm, taking risks is unwise.
In my opinion, rampant risk avoidance is the reason CIOs now lose their jobs at the second highest rate among the C-suite. Inaction—or maintaining the status quo—carries a much greater threat to the CIO (and the organization) than does taking an active stance and assuming the associated risks. In the digital age, where IT is the business, being CIO is like playing quarterback: if you stay in the pocket long enough, you will get sacked. You have to make a move.Read More
Sure, the first days in your role as CIO are critical. Advice abounds in books, blog posts, and presentations for how to approach your initial 90- or 100-day period. These recommendations are compelling and directionally sound. In reality, it’s rare when a CIO nails their first 100 days in perfect form. But that’s ok! The real issue is what you should do after the first 100 days are up.Read More
There is a new type of CIO on the scene: the Transformational CIO. Transformational CIOs focus on external customers, innovate, think about the top line, drive business process evolution, and change the culture of the entire organization.
The almost-extinct type of a CIO—one we would all like to forget—we’ll call the Traditional CIO. Little is written about the misery of the Traditional CIO. Traditional CIOs are focused on technology first, take orders from internal customers, don’t rock the boat, and diligently reduce IT spend by 10 percent year over year, using band-aid solutions to keep outdated technology operational.Read More
The buzz around “digital transformation” can make it difficult to cut through the noise. In the same search, you may discover wide-ranging recommendations from respected sources that point in opposite directions. Whose advice do you follow?
We wanted to hear directly from CIOs on how they are solving the most common problems arising from their digital journeys, so we sponsored an in-depth market study.
From the Front Line: CIOs’ Perspectives on Digital Transformations (Bennett-Frank Associates, 2018) was powered by interviews with over 50 CIOs from a broad range of industries and company sizes regarding the current state of their digital transformations.
Here are the insights that stood out the most to us:Read More
Today, headlines about digital transformation dominate blogs and journals. IT leaders feel that they should have already started their organization’s transition into the digital age. But the amount of buzz around this trend shouldn’t force you into a hasty decision.
For years you’ve been told to avoid technology for technology’s sake – yet the same trap is catching CIOs pushing for digital transformation because everyone else is doing it. Like any IT initiative, digital transformation only makes sense if it supports your organization’s overall strategy.Read More
Sure, we all want our IT initiatives to succeed. We regularly evaluate our projects, in-flight or upon completion, looking for tangible lessons to learn. We apply these strategic and tactical takeaways in hopes of increasing the chances of success for each subsequent initiative. We seek approaches that work for different industries, organizations, teams, and technologies.
But looking back at the many IT projects I’ve been a part of in my career, I can’t help but notice a common theme associated with success: people who genuinely care tend to find a way to get it done.Read More
Agreeing on a mission statement is a healthy, worthwhile exercise for any organization or department. IT is no exception. The IT mission is a clear expression of the department’s self-perception and shared purpose.
As we forge ahead in the digital age, IT departments are starting to make up the majority of most organizations’ investment, operations, and risk. Thus, the term “IT is the business” has taken hold. Therefore, the further along your organization overall is on its digital journey, the more the IT mission should resemble the overall organization’s mission. In fact, taken to its logical extreme, the best practice would be to repeat the organization’s mission as IT’s mission.Read More
When executives don’t see the outcomes they expect from a technology, they often bring in external help to assess the situation and propose a get-well plan. We have all been a part of those meetings where someone says: Enough is enough! We keep discussing the same issues over and over, but the answer is not in this room. Let’s ask someone outside of this room for an independent opinion.
Often, it’s a management consultant who gets the call for help. But, for most IT issues, executives also need to talk to software developers for their advice and perspective.Read More
Author and professor Venkat Venkatraman recently spoke to the SIM Boston chapter about how IT leaders within established companies can recognize and respond to digital shifts.
The observations and advice that Venkatraman offers in his book The Digital Matrix: New Rules for Business Transformation Through Technology are practical and prophetic at the same time. He covers many valuable concepts including the digitization of business models (products, services, and processes), the future of digital (based on the trajectory of bandwidth, connectivity, and computational power), and how to create and capture value (through scale, scope, and speed).Read More