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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.
This is true whether it’s an outdated system that’s no longer vendor-supported or infrastructure that doesn’t align with a cloud-first strategy, says Carrie Rasmussen, CIO at human resources software and services firm Dayforce. A first step, Rasmussen says, is ensuring that existing tools are delivering maximum value.
Underpinning these initiatives is a slew of technology capabilities and strategies aimed at accelerating delivery cycles, such as establishing product management disciplines, building cloud architectures, developing devops capabilities, and fostering agile cultures.
To keep ahead of the curve, CIOs should continuously evaluate their business and technology strategies, adjusting them as necessary to address rapidly evolving technology, business, and economic practices. They achieved these results through a culture that embraces change and a strong digital foundation, he says.
In todays fast-paced digital landscape, the cloud has emerged as a cornerstone of modern business infrastructure, offering unparalleled scalability, agility, and cost-efficiency. An enterprise with a strong global footprint is better off pursuing a multi-cloud strategy.
Instead of succumbing to the pressure, CIOs should consider collaborative approaches: Empower and inspire agile teams by avoiding rigid delivery roadmaps, highlighting what performance improvement areas are worth focusing on, and giving teams time to reset after major releases.
Sameer Purao, who joined Celanese as CIO and CDO in 2021, is keeping the team and company focused by making changemanagement a core competency of his team, and ensuring a focus on value, agility, and purpose. This required a major mindset change for our team, so we put people at the center of the strategy.
They understand that their strategies, capabilities, resources, and management systems should be configured to support the enterprise’s overarching purpose and goals. Recognize IT and business are inseparable IT and business strategies are now fully intertwined, observes Jay Upchurch, EVP and CIO at analytics vendor SAS.
Sergey Kastukevich, deputy CTO of iGaming software development company SoftSwiss, says most organizations would like more flexibility in the decision-making processes, and IT needs to implement more agile processes that help business leaders respond to evolving circumstances.
As CDIO, I partner closely with my peers across ServiceNow to unify our tech and business strategy and make everyday moments easier for employees and customers. Aligning on shared goals helps us deliver amazing experiences and outcomes, so we can be that driver of change. As a result, CIOs cant slow down at all.
To do so, CIOs must continuously improve their product management, program management, and delivery capabilities to wow customers and deliver competitive advantages, all while steering clear of surefire DX mistakes such as prioritizing too many initiatives and underinvesting in developing digital trailblazers.
For example, my changemanagement motto is, “Humans prefer the familiar to the comfortable and the comfortable to the better.” At a time when technology innovation cycles are getting shorter, we will struggle to keep pace if we have to navigate around legacy systems that act as barriers to speed and agility.
Here, we explore the key factors impeding IT modernization and provide recommendations to overcome them (with real-world illustrations of strategies). These outdated systems are not only costly to maintain but also hinder the integration of new technologies, agility, and business value delivery.
Changemanagement Helping workers understand what AI can do for them will be tricky, though, as they want to feel that AI is augmenting their work, and not just replacing the enjoyable parts, BCG found. “The This is a massive number,” Bellefonds said. “We We really have to address this upskilling issue.”
That’s because their approach is often not agile enough to keep pace with today’s evolving business landscape. Making ITSM better than ever Overcoming these challenges is more than just making temporary fixes; it’s also changing the culture around how IT services are being managed.
In a multi-cloud strategy, organizations use services from multiple cloud providers to avoid vendor lock-in and enhance resilience. Magesh Kasthuri Whats your FinOps strategy? Financial operations (FinOps) is a crucial aspect of cloud adoption that focuses on managing and optimizing cloud costs. Cost allocation and tagging.
Organizations should create a cross-functional team comprised of people who are already building, managing and governing existing AI initiatives in order to lay the foundation for genAI and select the appropriate AI solutions or models. Increase adoption through changemanagement.
Although some continue to leap without looking into cloud deals, the value of developing a comprehensive cloud strategy has become evident. Without a clear cloud strategy and broad leadership support, even value-adding cloud investments may be at risk. And it’s never too late for CIOs to reassess their cloud strategies.
Whenever an organization implements a new process, updates an existing process, deploys new technology, or fine-tunes services, its leaders must be mindful that even a simple change to a single process can start a domino effect, introducing issues in a range of other processes that must also be addressed. AIM ChangeManagement Certification.
Here veteran IT leaders and advisers offer eight strategies to speed up IT modernization. Apply agile principles for quick wins Although legacy tech can be monolithic, there’s no reason that the approach to their modernization should be clunky all-or-nothing propositions.
Rethinking IT structure serves as yet another catalyst for advancing tech-driven business strategy. LaQuinta brings a strategic background and digital mindset to help accelerate enterprise-level business strategies. Highlighting the importance of value delivery is another core tenet of the redefined ZTD culture.
Our organization has gone to great lengths to become Agile, and we are well on our journey, but there is friction between our org and those within the company who have not yet transitioned to Agile practices.” Agile teams feel bogged down and relevant […]. What Our Clients Tell Us All The Time.
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. For this reason, organizations with significant data debt may find pursuing many gen AI opportunities more challenging and risky.
This increased complexity means more companies will be relying on IT consultants to help navigate the changes and develop short-term and long-term strategies. These include strategy consultants, systems consultants, and security consultants, among others, says Paul Farnsworth, CTO attechnology careers site Dice.
Many professionals transition to product management from various fields like DevOps, data science, and marketing. This role requires new skills in market research, stakeholder engagement, and changemanagement.
22% have implemented an AI strategy, built advanced capabilities and are beginning to realize substantial gains. Much of that energy has been spent assembling the right team and fully backing them with robust leadership and changemanagement. 74% of companies are struggling to achieve value and scale.
So you’ve tried agile, but it didn’t deliver what you hoped for. Going agile” is not easy. Agile does […] Maybe you faced resistance from employees, or you weren’t able to increase the speed of innovation efforts, or the cost savings that you hoped for did not materialize.
Digital leaders tell us that they often struggle to find the right people with the right skills, and competition for elite talent is fierce. As their firms become more advanced in their digital journeys — embracing new technology and evolving their business models — the skills and talent they need to execute on that become […].
Those principles, along with lessons learned during recent years, have helped Pfeiffer sharpen her tech strategy for supporting hybrid work in 2023. Though we have invested significantly in building a culture of agility within the organization, I think there is more to our journey. Still, he says there’s room for improvement.
By focusing on technology, CIOs can deliver transitionary results, such as improving infrastructure agility by migrating to the cloud or improving user experiences by upgrading legacy systems to SaaS. There’s often ambition to address all or most problems, but that can leave the system user behind.
Working on long-term milestones while balancing everyday obstacles, embracing the learning curve while becoming a sought-after business leader, and changing long-held perceptions, Indias women CIOs are writing a new chapter in multifaceted leadership. Namrita prioritizes agility as a virtue.
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.
They note, too, that CIOs — being top technologists within their organizations — will be running point on those concerns as companies establish their gen AI strategies. Here’s a rundown of the top 20 issues shaping gen AI strategies today. Douglas Merrill, a partner at management consulting firm McKinsey & Co.,
A clear vision for executing a real-time AI strategy is a critical step to align executives and line-of-business leaders on how real-time AI will increase business value for the organization. How is data, process, and model drift managed for reliability? Real-time AI is a science project until benefits to the business are realized.
While other priorities including incorporating a focus on AI into the IT strategy, improving the approach to software sourcing and deployment, and building better IT skills and competencies ranked higher in the survey, IT governance is much more foundational. While each model has its strengths, it also comes with significant limitations.
Digital transformation is indeed a cornerstone of business strategy today, as 89% of enterprises see digital business as core to their growth, according to Gartner’s Board of Directors 2023 Survey. Effective changemanagement enables businesses to overcome resistance, streamline processes, and minimize negative impacts during the transition.”
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.
Because of this, IT leaders must take a proactive approach to changemanagement , communicating the benefits of digital transformation and providing support and training to employees. It requires a different mindset, as well as an agile, ready-to-experiment workforce that is change-savvy.
It is driven by changes in customer expectations, opportunities to evolve employee experiences, and building differentiating capabilities with data, analytics, and artificial intelligence — all of which have no clear end point, nor are exclusively technology-focused.
After all, many C-suite leaders and employees have an outdated impression of what IT departments do today, which may undermine the CIO’s digital transformation , changemanagement, and other strategic objectives. “We Nothing will ever change without lighting a little bit of a match under someone’s feet.”
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.
AdaptiveION co-founders Steve Davis and Ken Spangler are two former technology executives who know what it takes to build and lead a highly adaptive organization capable of thriving through change or disruption. As a managing director at Accenture, Davis led some of the largest agile transformations at global scale.
“A truly business-driven IT team shouldn’t just be aligned with business strategy, it should have a seat at the leadership table, have a hand in directing business strategy, and be brought in on any major transformational initiatives from the get-go.” But now we’re integral to the strategy as it’s being created.
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