CIO’s have the golden opportunity to help both the IT organization and the overall business not only keep pace with industry changes, but future-proof against heavy hurdles that may block their company’s progress.
In a recent article in CIO magazine, the first of these powers mentioned is finding the balance between Stop and Go – in others words, not investing in pilots without fleshing out the new technology on the maturity curve, or being attracted to the next shiny new technology without being able to weigh up the risks and consider the facts. A proactive CIO will reach out to work with the business to solve technology challenges while not holding the business back.
One of our clients, Liberty, puts this succinctly – you wouldn’t expect a pilot to fly a plane without telemetry so how can you expect the CIO to steer the organisation’s digital transformation journey without reliable insights and metrics. One of the key futureproofing powers for a CIO is the ability to gain competitive advantage through data analytics and intelligent monitoring, whilst continuing to reduce costs and realise efficiencies.
Constant change and a challenging environment has always been the staple diet of a good CIO. Always moving to the beat of the business, the CIO ensures his team keeps in tune with the drive of the business and its operating environment.
With a drive for disruption at speed and an even closer alignment to business, there’s a new metric on the horizon – velocity to market. How quickly can you and your team move from idea to offer and meet the business requirement to enable the organisation to move forward faster than the competition?
There is an increasing need to increase the speed of change in business models, and it’s necessary that technology is the enabler of that velocity. With change, the reliance falls on the CIO to provide a measure of overall velocity of an idea into production, by for example measuring the number of releases per year per application.
See more at: http://www.ciodashboard.com/metrics-and-measurement/top-10-metrics-for-a-new-cio/#sthash.1C4kt4ym.dpuf
CIOs are unable to build strategic IT organizations when IT capabilities, key business strategies, and leadership expectations of IT are mismatched. They can create value for their businesses by constantly evaluating and aligning the IT mandate with key business objectives and expectations.
CIOs need to lead by influence in the enterprise, setting the precedent for how different departments can implement technology, keeping the organisation in a permanent state of upgrade. It’s this strategy of having to ‘keep the lights on while planning for the future’ that’s driving the successful CIO, according to Gartner. The focus on both existing and future technology can help organizations innovate and adapt to the rise of new technologies, which show promise but require organizational flexibility and patience in their adoption.
The flexibility to bring on future tech expands outside of IT through the rest of the enterprise. For CIOs, an enterprise-wide organizational model that goes beyond traditional IT is becoming almost obligatory.