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Some argue gen AIs emergence has rendered digitaltransformation pass. AI transformation is the term for them. Others suggest everything should be called businesstransformation or just transformation for short. AI tools exacerbate the issue by exposing these data pockets, creating new security risks.
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.
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.
How does our AI strategy support our businessobjectives, and how do we measure its value? On a similar note, Andy Sack, co-founder and co-CEO of Forum3, which provides AI and digitaltransformation solutions to companies, says CIOs must pose this question to themselves and other C-suite execs.
Resistance to digitaltransformation comes in many forms. Before long she had cultivated relationships with other key stakeholders, learned their concerns, and discussed how IT could help them achieve their businessobjectives. Business IT Alignment, DigitalTransformation, IT Leadership, IT Strategy
As a digitaltransformation leader and former CIO, I carry a healthy dose of paranoia. Call it survival instincts: Risks that can disrupt an organization from staying true to its mission and accomplishing its goals must constantly be surfaced, assessed, and either mitigated or managed. Are stakeholders struggling or unhappy?
This transformation requires a fundamental shift in how we approach technology delivery moving from project-based thinking to product-oriented architecture. Enterprise architects must shift their focus to business enablement. This alignment sets the stage for how we execute our transformation. The stakes have never been higher.
Digitaltransformation initiatives, for the most part, offer significant advantages—enhancing efficiency, agility, and innovation across the business. As IT landscapes and software delivery processes evolve, the risk of inadvertently creating new vulnerabilities increases.
ISG Research asserts that by 2026, over two-thirds of enterprises will standardize on a single digital platform for workflow automation and will deploy intelligent automation technologies to eliminate redundant manual work. Such investments position enterprises to respond more effectively to market changes and customer demands.
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.
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.
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. Shortchanging end-user and developer experiences Many DevOps practices focus on automation, such as CI/CD and infrastructure as code.
As many organizations were accelerating digitaltransformation initiatives, the higher-performing teams excelled at change management and agile planning practices. We’re now entering a new gen AI era, which is already impacting how we staff teams, their businessobjectives, and the tools they use to deliver innovations.
Digitaltransformation: Our focus When I joined the Immigrant Services Society of BC (ISSofBC) as CIO, modernization was my first order of business. Thus began a digitaltransformation journey that has taken the better part of four years. I focused this exercise on three primary areas: Business support.
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.
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.
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 business model, processes, products, and services. Which of these themes support the growth agenda, internal efficiencies, and cost savings?
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.
When presenting, you’ll need to win over board members by doing your homework, communicating in business language, and practicing the presentation. They resort to scare tactics or security risks We all know the saying “Never waste a crisis” as a tool to bring attention to the big investments no one wants to make.
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. Embrace DevSecOps.
“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.
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.
If sustainability-related data projects fail to demonstrate a clear financial impact, they risk being deprioritized in favor of more immediate business concerns. Without robust data infrastructure, sustainability reporting can become fragmented, leading to inefficiencies and compliance risks.
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?
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. Poor risk planning. Insufficient operational visibility.
Ch-ch-ch-ch-changes … Organizations in every industry are navigating digitaltransformation , so change management is an important element to consider as part of those efforts. Whether in the early stages of implementing a digital strategy or in the midst of a new technology deployment, change management plays a crucial role.
Lower total cost of ownership, scalable unit economics, multi-region reliability, digitaltransformation, faster delivery of applications, and machine learning models—these are all business benefits of cloud-native adoption. . OSS drives a lot of technology innovation for business. 3) The open source software pattern.
In practice, this may involve implementing a change tracking system that captures all change requests and their associated details, such as the reason for the change, potential risks, and expected outcomes. Learn more about how Rocket Software can help revitalize every aspect of the development cycle here. DigitalTransformation
Cyber security attacks are an inevitability that all businesses should now be prepared for. Rather than simply investing in technology, and hoping for the best, however, IT leaders need to be strategic and undertake risk management that best suits their business profile. Understanding where the threats lie.
Additionally, the PMO ensures project teams have the resources required for success; offers training and guidance for PMO staffers as well as workers throughout the organization; and communicates between project teams and business leaders. Most importantly, perhaps, is its overarching responsibility, which is to ensure projects deliver value.
Digitaltransformation and growing reliance on third-party services are key contributors as well, she adds. With more APIs, additional effort is required to maintain design consistency and reduce scalability and end-user experience concerns — not to mention the added security risks stemming from a widened surface area. “It
“The key objectives of this initiative can be summed up as first aiming to reduce our product development timeline by 20%,” Gopalan says. Finally, our goal is to diminish consumer risk evaluation periods by 80% without compromising the safety of our products.” Reimagine business processes. Initiate an early impact narrative.
Implement robust risk assessment and mitigation strategies encompassing automation initiatives. Develop holistic metrics aligned with businessobjectives, integrating KPIs and OKRs into automated systems. He also helps organizations thrive with AI, data excellence, and strategic architecture in today’s digital landscape.
To help you avoid project choice remorse, here are seven things CIOs should scrutinize to ensure they stick fast to the business case regarding digitaltransformation. This needs to be balanced with the time to value, resources required, estimated project costs, and risks,” he says.
In the same way that marathons require rigorous preparation to reach the finish line, technological transformations will not yield lasting rewards without vision, planning, dedicated resources and unwavering determination. Solution Architecture Review Boards offer connected transformation. External customer experience is paramount.
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.
A staged approach enables risk mitigation and resource optimization and ensures modernization efforts bolster operational efficiency and competitive advantage. Plan: Develop a detailed road map considering dependencies, resources, and risk mitigation strategies. Now, let’s delve into the concrete steps and strategies.
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.
Offered by the ISACA, the CRISC certification validates your ability to understand and mitigate enterprise IT risk using the latest best practices to identify, analyze, evaluate, assess, prioritize, and respond to risks.
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.” By being aware of the risks and taking responsibility for your actions, you can minimize the damage and learn from your mistakes,” he advises.
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.
When he’s not immersed in cybersecurity, hybrid cloud strategy, or app modernization, David Reis, CIO at the University of Miami Health System and the Miller School of Medicine, spends his time working with the board of directors and top leadership to reimagine healthcare and take the lead driving digitaltransformation.
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