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As organizations continue their digitaltransformation (DX) journeys, the role of the CIO evolves. As digitaltransformation becomes a critical driver of business success, many organizations still measure CIO performance based on traditional IT values rather than transformative outcomes.
As CIOs prepare for the next wave of digitaltransformation, they must demonstrate shorter-term business impacts from technology investments and achieve larger innovation goals that evolve the organization’s business model.
Once a vanguard business strategy, digitaltransformation has become a perennial objective for business survival. Digitaltransformation is the integration of digital technologies into all aspects of business operations.
As enterprises continue to plan, expand, or evolve their digitaltransformation efforts and shifts to the cloud, many are likely relying on IT consultants or considering hiring them for help. Merely opting for a consultant from a renowned company does not guarantee excellence,” Bressler says.
But speaking to many IT leaders, there are often gaps between how IT runs Scrum, Kanban, or other agile practices and what CIOs need in order to achieve digitaltransformationobjectives. We discussed how many agile teams focus on rituals without truly understanding the manifesto’s objectives or the organization’s goals.
Foundry’s 2024 State of the CIO research report shows 87% of CIOs are now more involved in leading digitaltransformation initiatives than their business counterparts, and 85% of IT leaders who responded view the CIO role as a changemaker, increasingly taking the lead on business and technology initiatives.
“We know what we’re trying to achieve, because we know the business goals and objectives,” We want to grow substantially, and we want to do that with speed,” says Bilker, whose clarity on IT’s businessobjectives mirror the top directives CEOs are giving their CIOs, according to the 2024 State of the CIO Study from Foundry, publisher of CIO.com.
Walker, a businessconsultant and coach. Now, the CIO is more likely to be known as the chief innovation officer, responsible for driving digitaltransformation within the organization.” Getting aligned with business goals and achieving them takes time,” he notes.
And if you’re presenting, it’s best to study older board packages and consult with colleagues about how the directors discuss, debate, and finalize key decisions. When presenting, you’ll need to win over board members by doing your homework, communicating in business language, and practicing the presentation.
Many aspire to do better, though, with 43% of the transformers seeking to improve their performance. One way they’re doing that is by reimagining the IT function, say management consultants, executive advisors, and CIOs themselves. Become truly customer-centric Attention to customers pays off.
The company, which employs thousands of IT professionals, also works with many SaaS partners and consulting companies to deliver its offerings. DigitalTransformation, Multi Cloud, Travel and Hospitality Industry Almost half (46%) of hotels say this is the number one priority after driving revenue opportunities.”
With this objective in mind: Determine your organization’s innovation appetite (versus its risk appetite; it is too early to speak of ROI in the metaverse). Align on a businessobjective for the metaverse: Are we trying to engage a specific customer population? Are we trying to improve efficiency?
With the AI revolution underway which has kicked the wave of digitaltransformation into high gear it is imperative for enterprises to have their cloud infrastructure built on firm foundations that can enable them to scale AI/ML solutions effectively and efficiently.
Years into digitaltransformation, and decades into the IT function itself, many CIOs still fall short when it comes to innovation. Indeed, 50% of C-suite execs surveyed for a 2023 report on digitaltransformation from fintech company Broadridge admitted they struggle to balance innovation with daily tasks.
Keynotes will include use cases and case studies, with the emphasis being on what is being done now, set against the overall businessobjectives of the modern enterprise. For these reasons, PwC recommends that CIOs lean on their consultants, partners and other resources to complement internal resources.
Here are some important ways a strong CIO-CHRO relationship can give organizations an edge by impacting key businessobjectives. Facilitating digitaltransformation. Digitaltransformation is not just about acquiring new technology tools and services. Honing strategic hiring priorities.
Many organizations are pushing their CIOs to serve as strategic thought partners to the rest of the executive team , observes Tom Schoenwaelder, a principal at Deloitte Consulting. Rick Johnson, who has been a CIO since 2011, was appointed the first-ever chief digital officer at Marvin, a manufacturer of doors and windows in January 2023.
They make sure value gets delivered to the organization,” says Dave Wolf, who as a principal at professional services firm KPMG focuses on transformation delivery. PMOs will often be headed up by a director who is responsible for ensuring project alignment with businessobjectives.
Governance should be designed with adaptability in mind to ensure IT remains in alignment with businessobjectives, continually providing value while effectively safeguarding the organization against potential risks, Bales says. In many cases, the IT organization works in isolation, Dardras says. “If
4 on the list of priorities cited by CIOs, after business process improvements, digitaltransformation, and modernization. Co-creating with their business unit colleagues. Notably, Narayaran says CIOs are approaching their business unit colleagues with such proposals.
However, while embracing hybrid cloud might be intrinsic, clients continually seek to derive business value and higher return on investment (ROI) from their investments. Businesses must recalibrate transformation programs to align more closely with business imperatives and outcomes.
An AI strategy allows organizations to purposefully harness AI capabilities and align AI initiatives with overall businessobjectives. Define clear objectives What problems does the organization need to solve? Present the AI strategy Present the AI strategy to stakeholders, ensuring it aligns with businessobjectives.
After transforming their organization’s operating model, realigning teams to products rather than to projects , CIOs we consult arrive at an inevitable question: “What next?” Stay focused on agility and business value: The goals and tempos of the two groups will vary, but that’s no excuse to operate in isolation.
A shift emerged around 2000 with the initial discussions regarding digitaltransformation. Slow requirements led technology leaders to demand proactive business intelligence. This is accomplished by making data and reports discoverable by business by doing something users already know, a google like search.
One issue is that small businesses rarely have enough resources to set up a dedicated data science (DS) team, nor can they afford to bring in temporary consultants,” said Itzik Levy , CEO of small business management software vcita. “There’s no single answer to this question.
They touch upon the role of GICs in driving the digitaltransformation agenda, the high visibility it brings to all functional areas of an organization, and the part it plays in bridging the gap between growth inefficiencies and cost management. Close to a 20-year career now in marketing.
The 2024 Enterprise AI Readiness Radar report from Infosys , a digital services and consulting firm, found that only 2% of companies were fully prepared to implement AI at scale and that, despite the hype , AI is three to five years away from becoming a reality for most firms. Am I engaging with the business to answer questions?
And CIOs, they add, are particularly critical to these divinations given how intertwined technology and business have become. “To To continue to grow value, leaders will need to and intend to extend their efforts into digitaltransformation. More cloud, metaverse on the horizon. CIO as chief integration officer.
Roland Carandang, global leader for innovation at consultancy Protiviti, says the fact that organizations “don’t know what they’ve got” in and around those legacy systems can also stymie IT’s efforts to innovate. We pair IT and business together so everyone gets credit and feels like it’s a collaborative effort,” he adds.
Require the proverbial busload of consultants and large consulting budgets to implement. End up spinning out big-bang projects that too often spiral out of control and fail to deliver on businessobjectives. Emphasize compliance at the expense of access, thereby alienating would-be data consumers.
Underutilized and/or overprovisioned resources are among the biggest contributors to high cloud costs, says Shreehari Kulkarni, principal consultant with global technology research and advisory firm ISG. Providers and customers both play a role in effective planning. Leito recommends a cloud approach thats both centralized and federated.
In the digitaltransformation era, organizational change is constant. Its up to IT leaders to ensure the changes their digital initiatives bring to business workflows are absorbed and acted upon by the users impacted by them. Ongoing feedback allows organizations to adapt change initiatives dynamically.
As are outdated or inefficient processes being shoehorned into the modernized environment, because of a “this is how we do business here,” mentality. This leads to an old consulting joke. Establishing clear governance structures to oversee modernization efforts ensured alignment with businessobjectives.
When addressed properly , application and platform modernization drives immense value and positions organizations ahead of their competition, says Anindeep Kar, a consultant with technology research and advisory firm ISG. organizational restructurings to fully complete a digitaltransformation.
Today, its a business accelerator driving efficiency, accelerating digitaltransformation, and shaping competitive advantage. Accelerate transformation by enabling rapid decision-making. Align business and technology for competitive advantage. Support seamless integration across business units and IT ecosystems.
This isnt surprising given that gen AI investments alone are expected to grow some 60%over the next three years, according to the Boston Consulting Group, accounting, on average, for 7.6% Whether youre in an SMB or a large enterprise, as a CIO youve likely been inundated with AI apps, tools, agents, platforms, and frameworks from all angles.
There should be no debate on that, says Yugal Joshi, a partner at global research and management consulting firm Everest Group. Theres no easy fix for that, but having the CIO reporting to the CEO, not the CFO, can get IT more focused on driving businessobjectives and land it the money required to deliver, Swartz says.
The implications for cloud adoption are profound, as businesses increasingly rely on these technologies to drive digitaltransformation, optimize operations and gain competitive advantages. But technical skills alone are insufficient for meaningful transformation strong leadership and the ability to inspire are equally vital.
Hosted by Jon Reed , co-founder of Diginomica, the session featured Geoff Scott, ASUG CEO and Chief Community Champion, and Josh Greenbaum , Principal at Enterprise Applications Consulting. Many organizations hesitate to migrate to SAP S/4HANA because they cannot construct a compelling business case. The result?
While EA leaders have long been positioned as key enablers of digitaltransformation, the rapidly shifting business landscape of 2025 presents new pressures. Offering EA as a service positioning architecture as a consultative function that provides value to product and business teams.
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