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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.
While digital initiatives and talent are the board directors’ top strategic business priorities in 2023-2024, IT spending is forecasted to grow by only 2.4% The message to CIOs is to do more with less, and the implication is that CIOs must look at digitaltransformation initiatives differently than in years past.
Digitaltransformation represented among the largest investments in technology to modernize businesses starting in the early 2000s. With the rise of generative AI, CEOs recognize an opportunity to shift from technology-led digitaltransformation to executive-led business reformation.
Migration to the cloud, data valorization, and development of e-commerce are areas where rubber sole manufacturer Vibram has transformed its business as it opens up to new markets. It’s a change fundamentally based on digital capabilities.
Digitaltransformation is indeed a cornerstone of business strategy today, as 89% of enterprises see digitalbusiness as core to their growth, according to Gartner’s Board of Directors 2023 Survey. Data skills are also vital, says NCC Group’s Fox. “I
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.
So if you are seeking to lead transformational change at your organization, it’s worth knowing the 10 most common reasons why digitaltransformation fails and what you as an IT leader can learn from those failures. Resistance to change Change is hard, and digitaltransformation requires a lot of it.
The digitaltransformation journey for any enterprise is protracted and complex. Nonetheless, these decisions are in the interest of the organization for digitaltransformation to lend a much-needed competitive edge. Technology leaders often underestimate the complications associated with it.
Resistance to digitaltransformation comes in many forms. This kind of wizardry requires tactics not typically found in business management guides (though you might find a few in the Book of Spells or the Necronomicon ). And sometimes it takes a wizard — or a CIO with a satchel of magic tricks — to overcome them.
A 1958 Harvard Business Review article coined the term information technology, focusing their definition on rapidly processing large amounts of information, using statistical and mathematical methods in decision-making, and simulating higher order thinking through applications.
Afterwards, we spent some more time discussing his extensive track record with digitaltransformation, including how to set up digital initiatives for success. Dan Roberts: People refer to digitaltransformation in so many different contexts that the term has almost lost all meaning.
Still, CIOs have reason to drive AI capabilities and employee adoption, as only 16% of companies are reinvention ready with fully modernized data foundations and end-to-end platform integration to support automation across most business processes, according to Accenture. Below are five examples of where to start.
Two-thirds of CEOs surveyed by the IBM Institute for Business Value acknowledge raiding long-term IT projects to achieve short-term goals. I’ve heard from many business leaders that they’re terrified their projects will succeed, because if they do, their costs will be unsustainable at scale. That’s not where you want to be.”
High performance back then generally focused on delivery — a contrast to previous generations of IT where business and IT alignment was an issue, and teams struggled to deliver with waterfall project management practices.
Investing in task orchestration and management technologies aligns with broader digitaltransformation strategies necessary for maintaining competitive advantage. Utilizing these technologies helps reinforce the need for IT capabilities to evolve alongside business strategies, thereby enhancing overall organizational agility.
Lawrence Bilker can easily articulate the business values that his IT initiatives should deliver: better experiences for both employees and customers, more insights from data to enable smarter decision-making, and more intelligence for improved operations. I believe we’re in a post-alignment world.
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.
Encourage cross-functional collaboration : Partner with IT, operations and finance teams to align data-driven sustainability efforts with broader businessobjectives. By leveraging expertise in data governance, analytics and AI, they can help organizations align ESG goals with businessobjectives, ensuring long-term success.
To succeed, you need to understand the fundamentals of security, data storage, hardware, software, networking, and IT management frameworks — and how they all work together to deliver business value. IT managers are often responsible for not just overseeing an organization’s IT infrastructure but its IT teams as well.
As a digitaltransformation leader and former CIO, I carry a healthy dose of paranoia. Is the organization transforming fast enough? Businesses rely heavily on software for innovation and competition, which tends to be riddled with bad-quality code, leading to mounting technical debt,” says Andrea Malagodi, CIO of Sonar. “
Digitaltransformation initiatives, for the most part, offer significant advantages—enhancing efficiency, agility, and innovation across the business. However, these initiatives can also introduce new challenges. Left unaddressed, these gaps can result in cyberattacks, system outages, and network intrusions.
CIOs and their IT teams have enjoyed a bump in power and prestige in recent years, as the C-suite has embraced continuous transformation, digital everything, and a host of emerging technologies — all enabled by IT. Strategies to transform IT for digital success include the following. IT needs to go beyond that.
When presenting, you’ll need to win over board members by doing your homework, communicating in business language, and practicing the presentation. They assume their board lacks technical expertise In 2019, MIT reported that only 24% of US boards of companies with over $1 billion in revenue were digitally savvy.
Walker, a business consultant and coach. Now, the CIO is more likely to be known as the chief innovation officer, responsible for driving digitaltransformation within the organization.” “Now, the CIO is more likely to be known as the chief innovation officer, responsible for driving digitaltransformation within the organization.”
Digitaltransformation has been on the agenda for a long time, but the sudden need to respond to the unprecedented challenges of 2020, has meant the buzzword has become an executable reality for many enterprises. Underlying digitaltransformation and investment decisions is a precious asset: data.
What was a thorough set of roles and responsibilities a few years ago is far from adequate today, so the operationally focused CIO of the last decade isn’t the digital leader of the future, says Omer Grossman, global CIO at technology specialist CyberArk. This shift in perception is because technology is pervasive across every business area.
Further, most CIOs (85%) believe their role is becoming more digital and innovation focused. The firm is seeing several iterations of the CIO role, including chief digital officer, chief digital and technology officer, head of technology, data, and innovation, and CIO and vice president of research and development (R&D) and innovation.
This journey made me acutely aware of the barriers that can stand in the way of successful settlement — barriers that are compounded when digital tools and resources are lacking or unfamiliar. Digitaltransformation: Our focus When I joined the Immigrant Services Society of BC (ISSofBC) as CIO, modernization was my first order of business.
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. Based on my experience, the most favorable outcomes stem from referrals provided by trusted business associates.”
CIOs are under increasing pressure to deliver more digital innovations faster and more efficiently. Business leaders expect IT to develop new products, improve customer experiences, automate workflows, and deliver new artificial intelligence capabilities.
With the help of business process modeling (BPM) organizations can visualize processes and all the associated information identifying the areas ripe for innovation, improvement or reorganization. In the blink of an eye, COVID-19 has disrupted all industries and quickly accelerated their plans for digitaltransformation.
Specifically, it feels to many of us like a decade of businesstransformation was compressed into the one year 2020. How and why businesses make decisions, customers make decisions, and anybody else makes decisions became conceptually and contextually different in 2020. will look like). will look like).
Not keeping pace with evolving business priorities. Business practices and priorities shift frequently to accommodate emerging technologies, customer expectations, and product and service delivery demands. Good governance should delegate and empower individuals to deliver to defined outcomes that support organizational direction.”.
Multicloud architectures, applications portfolios that span from mainframes to the cloud, board pressure to accelerate AI and digital outcomes — today’s CIOs face a range of challenges that can impact their DevOps strategies. It may surprise you, but DevOps has been around for nearly two decades.
While several factors have contributed to its success, it is apparent that without a secure technological backbone, this business would not reach the magnitude that it has. Sweet delicacies are a kid’s delight, but managing a business this big is no child’s play. In the current context, most businesses thrive because of IT.
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.
This can lead less experienced managers to have difficulty balancing technical requirements and businessobjectives, he says. This can lead less experienced managers to have difficulty balancing technical requirements and businessobjectives, he says. Here are some of the red flags.
To deliver on that growth objective, Herlihy has been focused on enabling digital sales channels and maximizing the use of the data derived from them. 4 on the list of priorities cited by CIOs, after business process improvements, digitaltransformation, and modernization.
The importance of data-driven insights may dominate C-level discussions, but evolving IT culture and business workflows that can successfully harness that data is less about talk and more about iterative action. Data is everywhere and must be accessible at digital speeds from its native location, regardless of how that changes over time.
The digitaltransformation of the Middle East’s retail sector in the last five to seven years has brought immense value in crafting more agile supply chains that accommodate demand. It would be naïve to underestimate the pandemic’s influence on many companies’ digitaltransformation,” says Sunil Nair, Group CIO at GMG.
As the digitaltransformation journey accelerates across industries, these awards shine a spotlight on the visionary CIOs driving innovation, resilience, and strategic value in Saudi Arabia’s dynamic tech ecosystem. The Awards will take place at the Hotel Fairmont Riyadh on 19th September.
Business-as-usual means something far different today than it did just a few months ago. For most enterprises, digitaltransformation isn’t just a distant businessobjective—now it’s an imperative to find new ways of doing business.
A January survey by Gartner found that CTOs face several diverse challenges as they work to digitallytransform their organizations, including culture, lack of authority, demonstrating the value of innovation, and funding. Anurag Dhingra is no stranger to the challenges CTOs face today.
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