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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.
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.
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 businessmodel.
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. Force-multiplying digitaltransformation initiatives aim to accomplish multiple strategic objectives through a single vision and investment.
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.
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.
It’s a change fundamentally based on digital capabilities. Our digitaltransformation has coincided with the strengthening of the B2C online sales activity and, from an architectural point of view, with a strong migration to the cloud,” says Vibram global DTC director Alessandro Pacetti.
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.
MLOps takes the modeling, algorithms, and data wrangling out of the experimental “one off” phase and moves the best models into deployment and sustained operational phase. MLOps “done right” addresses sustainable model operations, explainability, trust, versioning, reproducibility, training updates, and governance (i.e.,
Instead, CIOs must partner with CMOs and other business leaders to help quantify where gen AI can drive other strategic impacts especially those directly connected to the bottom line. Below are five examples of where to start. This data suggests change management efforts are lagging technology efforts at many organizations.
After all, many C-suite leaders and employees have an outdated impression of what IT departments do today, which may undermine the CIO’s digitaltransformation , change management, and other strategic objectives. “We I, on the other hand, prefer the Digital and Transformation Department.
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.
Our mental models of what constitutes a high-performance team have evolved considerably over the past five years. 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.
Cloud maturity models are a useful tool for addressing these concerns, grounding organizational cloud strategy and proceeding confidently in cloud adoption with a plan. Cloud maturity models (or CMMs) are frameworks for evaluating an organization’s cloud adoption readiness on both a macro and individual service level.
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. How difficult can it be, after all?
In 2022, companies were still reeling from the rapid digitaltransformation efforts to survive the pandemic. Align with business goals: Clearly articulate how IT initiatives can directly support the broader businessobjectives of the company and help gain competitive advantages.
SaaS is a software distribution model that offers a lot of agility and cost-effectiveness for companies, which is why it’s such a reliable option for numerous businessmodels and industries. Flexible payment options: Businesses don’t have to go through the expense of purchasing software and hardware. 6) Micro-SaaS.
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.
Rick Boyce, CTO at AND Digital, underscores how a typical IT project mentality toward DevOps can undercut the CIO’s ability to deliver on businessobjectives. CIOs should also weigh in on roles and responsibilities and oversee defining a governance model to avoid overloading individuals or ending up with responsibility gaps.
We internally analyzed the improvements we had to provide and, together with the CIOs in all the countries where Mapfre operates, we defined a very solid strategy that aligns with the businessobjectives, and we’re implementing that now. This change in platform also entails a data governance model and operational changes.
Enterprises should also understand that modernising apps is not an all-or-nothing transformation approach. Decisions on which and how apps are modernised should be aligned with businessobjectives, with a strategy to integrate systems into the wider enterprise IT estate, which is becoming increasingly hybrid.
Developers, data architects and data engineers can initiate change at the grassroots level from integrating sustainability metrics into data models to ensuring ESG data integrity and fostering collaboration with sustainability teams. with over 15 years of experience in enterprise data strategy, governance and digitaltransformation.
Digitaltransformation initiatives, for the most part, offer significant advantages—enhancing efficiency, agility, and innovation across the business. One notable tool, BMC HelixGPT , uses a large language model (LLM) that drives a suite of AI-powered software agents. Learn more about DORA and how BMC can help.
Over a period of six months, we created an entirely new demand forecasting model, leveraging the capabilities in the cloud,” he says by way of example. They are quite sensitive particularly about not putting into some of those models confidential information, which could then be out there permanently.”
“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.
Belcorp operates under a direct sales model in 14 countries. The second stage focused on building algorithms and models to predict and simulate intricate biological conditions, accelerate discoveries, reduce risks, and optimize the cost-benefit ratio of technological developments using AI solutions.
Cloud adoption has been a top CIO priority, accelerated by the pandemic as organizations speed up their digitaltransformation initiatives. For technology leaders, the cloud presents significant opportunities to enhance business innovation and competitive differentiation. trillion by 2025.
Your strategy should lay out strategic themes around gen AI for the organization and how it’ll support various businessobjectives. Define which strategic themes relate to your businessmodel, processes, products, and services. Which of these themes support the growth agenda, internal efficiencies, and cost savings?
Furthermore, the growing importance of AI necessitates the modernization of AI models and data pipelines to prevent issues like model drift and bias. Implement AI governance: Establish processes to monitor AI models and data drifts, ensuring accuracy and compliance. Set relevant key performance indicators (KPIs).
Many organizations are searching for a data modeling tool as they undertake application modernization initiatives to move from legacy infrastructure and migrate to the cloud. But of course, business applications have complex databases behind them, and those databases need to go along for the ride.
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.
Carter Busse, CIO of no-code enabled automation platform company Workato, adds that APIs are now important connective tissue to integrate and interact with large language models (LLMs) within business processes. “If Digitaltransformation and growing reliance on third-party services are key contributors as well, she adds.
In many cases, CDOs focus on businessobjectives, but in other cases, they have equal business and technology remits, according to the authors. Part of the challenge is to capture the right amount of data needed to train large language models for specialized tasks at each organization, she says.
According to IDC’s April 2024 Future Enterprise Resiliency and Spending Survey, Wave 4 , companies are increasingly allocating budgets to explore technologies like generative AI, with 53% increasing IT budgets and 30% shifting budgets from digitaltransformation. This strategy enables course corrections and mitigates risks.
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?” Splitting these responsibilities without a clear vision and careful plan, however, can spell disaster, reversing the progress begotten by a new operating model.
As a digitaltransformation leader and former CIO, I carry a healthy dose of paranoia. Is the organization transforming fast enough? Confirm that the financial models accurately explain budget-to-actual variances. Are stakeholders struggling or unhappy? Create or adapt an alerting system when unexpected spending occurs.
Revenues have remained relatively stable, while consumption has gone up, as virtual engagement has become the primary mode of operations for many businesses (and families!) Selecting the right technologies to fuel telco transformation. How do we combine the challenges of network and IT clouds?
Today, a common operating model for data starts with a particular business stakeholder such as the CFO or a marketing lead initiating a specific request. Consider what happens when you flip the model and embrace data-driven modernization. Leadership must embrace a unified operating model to drive outcomes and agility.
The role of technology leaders — whether CIO, CTO, or CDO — continues to change at pace postpandemic, driven by the emergence of new technologies, businessmodels, and market dynamics. Customer Value can span new projects, solutions, and initiatives, in addition to processes, businessmodels, and operations.
The role of technology leaders — whether CIO, CTO, or CDO — continues to change at pace postpandemic, driven by the emergence of new technologies, businessmodels, and market dynamics. Customer Value can span new projects, solutions, and initiatives, in addition to processes, businessmodels, and operations.
He focuses on the strategic insights into how businesses would operate in the future. There has been a distinct shift of mind-sets regarding digital adoption models; they used to be ‘good to have’ before the pandemic, it has now turned into a ‘must do’ practice across all industry verticals,” he adds.
Create innovation teams IT departments have moved beyond their old shared services model and are now working closely with business lines. As such, budget allocations for IT operations are becoming a smaller percentage of overall IT spending, while funds for business-driven IT innovation have gone up.
For organizations embarking on digitaltransformation , COBIT helps navigate the complexities of IT compliance, regulation, and governance. The framework states that not only should governance strategies remain open and flexible, but they should also be based on conceptual models and aligned to major standards and regulations.
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