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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. Too often, however, changemanagement is treated as an afterthought, observes Munir Hafez, senior vice president and CIO at consumer credit reporting agency TransUnion.
Let’s Compare Agile And ITSM Thinking We all know that pushing every change – no matter how big or how small – through a changemanagement process is not only bureaucratic but also introduces delays that most development teams can neither afford nor tolerate.
DevOps delivers speed and agility to the development process. The challenge some companies face, however, is the changemanagement of the structured approach for handling alterations within a development cycle. Changemanagement brings consistency to DevOps. But it’s not easy.
In the State of Enterprise Architecture 2023 , only 26% of respondents fully agreed that their enterprise architecture practice delivered strategic benefits, including improved agility, innovation opportunities, improved customer experiences, and faster time to market.
Resorting to micromanagement or command-and-control “Micromanagement is one of the fastest ways to destroy IT culture,” says Jay Ferro, EVP and chief information, technology, and product officer at Clario. Below are 10 other ways to IT leaders damage their IT culture — and how to avoid it.
“Often, technical leaders don’t devote sufficient time to communication, changemanagement, and stakeholder management,” he observes. Hafez adds that most modernization projects typically fail due to a lack of a realistic expectations, defined requirements, and ineffective changemanagement.
Transformational CIOs continuously invest in their operating model by developing product management, design thinking, agile, DevOps, changemanagement, and data-driven practices. CIOs must also drive knowledge management, training, and changemanagement programs to help employees adapt to AI-enabled workflows.
Technology investments, such as in generative AI, are a priority in addressing the need to meet rising expectations while also driving operational agility and resilience. The pace of change in the global market and technology landscape demands organizations that can adapt quickly.
What CIOs can do: Avoid and reduce data debt by incorporating data governance and analytics responsibilities in agile data teams , implementing data observability , and developing data quality metrics. It also anonymizes all PII so the cloud-hosted chatbot cant be fed private information.
IT leaders had to learn to show a return on investment on everything they do and drive meaningful business outcomes, says Sathish Muthukrishnan, chief information and digital officer with Ally Financial. Kellie Romack, chief digital information officer at ServiceNow, says 2024 has taught her to embrace that reality.
“Since there’s no universal model across business functions, IT must always keep in mind how they are leaders and partners of change in the corporation, whether it’s at a technical, business, or human changemanagement level.” The CIO should also speak early when sensing a possible business course deviation.
This phenomenon is reshaping how enterprises design their multi-cloud strategies, determining where workloads are deployed, how data is accessed and how costs are managed. The challenge of data gravity in a multi-cloud world The adoption of multi-cloud strategies has transformed the way enterprises manage their IT workloads.
These outdated systems are not only costly to maintain but also hinder the integration of new technologies, agility, and business value delivery. Changemanagement strategies, including clear communication and incentives, helped overcome resistance and drive adoption.
Because technology is continuously changing, IT consultants can provide clients with the latest information about new technologies as they become available, recommending implementation strategies based on their clients needs. As a result, for IT consultants, keeping the pulse of the technology market is essential.
This approach provides greater agility and customization, enabling teams to develop cost optimization strategies tailored to their unique requirements. Transitioning to a federated FinOps model can offer significant benefits in terms of agility and customization, but it also comes with its own set of challenges. Changemanagement.
Along with fostering tighter business alignment, technology leaders are instituting other types of organizational change to meet the needs of the moment. Oversight of cybersecurity is another area routinely earmarked for change as technology continues to permeate the enterprise fabric.
For instance, if you oversee security teams, you may want to consider the security-focused certifications, whereas if you manage an agile team, then project management and agile-focused certifications may be a better fit.
Using value stream management (VSM) tools, AD&D leaders gain better insight into their organization’s processes […]. Application development and delivery (AD&D) leaders focusing on velocity and cadence are finding there’s more to software delivery than going fast.
Since technology evolves rapidly, ensuring seamless adoption while keeping business teams aligned requires continuous changemanagement. For Kopal Raj, India CIO and VP IT of WABTEC, the motto is preventing the breach of sensitive information. Namrita prioritizes agility as a virtue.
There are trade-offs of consistency and maintainability versus agility that need to be carefully decided upon. Automation: Maximizing tools and practices in the delivery environments like IAC, CICD, DevOps, SecOps and Test Automation aligned with the technology and cloud provider stacks and enable sustainable agile delivery.
Much of that energy has been spent assembling the right team and fully backing them with robust leadership and changemanagement. The governance framework must implement systems that validate and clean data, ensuring the AI models are built on accurate and reliable information. Thats just the nature of this beast.
Pre-pandemic, high-performance teams were co-located, multidisciplinary, self-organizing, agile, and data-driven. 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.
Our company is about 176 years old, so weve got a lot of legacy systems that are older than me, says Mehta, executive vice president and chief information and strategy officer at National Life Group. We knew we needed to modernize our legacy systems to support the agility, scalability, and efficiency needed to stay ahead, Maresca says.
Imagine you’re a client technologist of the athletics department, and you’re looking for financial information for athletics,” he says. The best approach, he adds, is to give them a platform that’s useful, but also mitigates risk on a large scale while providing IT with visibility. You shouldn’t have to come to IT to ask for those reports.
This underlines the need for organizations to embrace change and adopt a more agile and forward-thinking approach to digital transformation skills in order to overcome challenges and achieve digital transformation,” says Monika Sinha, research vice president in Gartner’s CIO Research group.
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.
For example, SafePlay automatically generates informative material on security based on a history of incidents. In addition, we set guiding principles in line with the European AI Act, and defined the governance model so AI is used legally, responsibly, and in an agile manner.
Centralized governance often results in slower decision-making processes, as decisions are concentrated at the top levels, stifling agility. Now is the time to assess your current governance model, engage stakeholders, and take the first steps toward a more agile and collaborative approach.
Operating at that scale comes with issues, not the least of which is sharing accurate and timely information internally and externally. From internal training materials to formal, technical communications to regulatory agencies, Lilly is translating information often,” says Timothy F.
The ability to manage these adoption curves will dictate that pace, and therefore the nature and composition of how organizations scale. This is organizational changemanagement. New technology creates adoption curves, and these curves regulate the pace of an organization generating future value. It is […].
Here, CIO.com outlines the most popular project management certifications that will add value and help you hone your skills this year. Top project management certifications. BVOP Certified Project Manager. Business value-oriented principles (BVOP ) is an agile-based framework that has grown in popularity in the UK.
This approach not only supplements the interview process, but also enhances the ability of IT to make informed hiring decisions, ensuring that only individuals who bring substantial value are onboarded, Bressler says. Once information is disseminated, its retrieval becomes an insurmountable challenge.”
In todays fast-paced digital landscape, the cloud has emerged as a cornerstone of modern business infrastructure, offering unparalleled scalability, agility, and cost-efficiency. Investment in training and changemanagement is critical to the success.
Successful business analysts have the skills to work with data, the acumen to understand the business side of the organization, and the ability to communicate that information to people outside of IT. Completion of the program will also earn you 35 IIBA and 25 Project Management Institute (PMI) professional development units.
If you ask someone, they’ll often recite a list of a dozen potential benefits of cloud — lower costs, better security, greater agility, and so on,” says Smith. But creating an inventory of existing workloads with key information about each one makes it much easier to make decisions on the cloud journey.
Keep everyone informed and accountable. Project management methodologies Most projects are conducted based on a specific methodology for ensuring project outcomes based on a range of factors. As such, choosing the right project management methodology (PMM) is a vital step for success. Budget for surprises. Develop relevant KPIs.
ChangeManagement can become more successful with people at the core of change, the cause of changes, and the purpose of change. ChangeManagement is no longer just a few business initiatives, but an ongoing digital capability which enables the strategy implementation.
Companies that are good at taking action share some common traits: They make decisions quickly : They gather necessary information, weigh options, and then commit to a course of action without unnecessary delay. The results of these actions then inform future collaboration and innovation, creating a constant improvement cycle.
We’re digitalizing production processes, developing systems that allow us to be closer to our clients, and implementing tools that allow a more agile relationship within our team,” Solano adds. It also promotes change that ensures the future sustainability of the company. “In
By Bob Gourley Process Live is part of Software AG Live, a cloud-based suite unifying process improvement, IT portfolio management, agile application development and application integration. Process Live is built on ARIS technology which has shaped the business process management discipline over the last 20 years.
If you are not actively doing that, you won’t be a change maker.” Like most of his peers, Barrios increasingly sees changemanagement leadership as a cornerstone of the CIO agenda. CIOs now understand more about what it takes for a technology initiative to be successful and that includes managingchange.”
Primed by a rotational program that cycled through varied assignments to build a technology-plus-business foundation, Brown was able to develop a robust process orientation in addition to skills in communications, large-scale changemanagement, even a Master Black Belt Six Sigma certification.
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 agile teams overly stressed with too many priorities? Is the organization transforming fast enough?
That provides no real information about how many customers currently run SAP on IBM, and SAP has 437,000 customers, so even if all 10,000 are running SAP on IBM, that is ~2%, which is not material. Changemanagement and data quality will be key areas to address during the transition.
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