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Some argue gen AIs emergence has rendered digital transformation pass. AI transformation is the term for them. Others suggest everything should be called businesstransformation or just transformation for short. What terminology should you use?
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. What is the businesstransformation underway at Celanese?
Cultivating high-performance teams , recruiting leaders, retaining talent, and continuously improving digital KPIs are hallmarks of strong IT cultures — but their metrics lag the CIO’s culture-improving programs. Worse, issues that undermine IT culture may not appear in these KPIs or employee satisfaction surveys for months.
Addressing these challenges requires a well-defined strategy that includes strong governance frameworks, effective communication channels, continuous training programs and robust tooling and integration solutions. This approach focuses on using cloud capabilities to innovate, improve efficiency and create new business models.
Conditions that clearly specify the limits for the resources to be used, the costs that could be invested and the feasible timelines will ensure that the overall program is not at risk and the resources are conserved. This article was made possible by our partnership with the IASA Chief Architect Forum.
I cover topics for Technologists from CIOs to Developers - agile development, agile portfolio management, leadership, business intelligence, big data, startups, social networking, SaaS, content management, media, enterprise 2.0 and businesstransformation. How to Kill Projects and Develop Agile Programs Part 1.
The benefits you’ve got as CIO, particularly with how we’re running our transformationprogram, is you get to see all the parts of the business,” he says. Increasingly in our technology-driven world and business landscape, it makes sense to have a leader who’s a technologist by trade.”
Organizational changemanagement has a strong role in businesstransformation, benefits realization, and strategy execution. But what are the key success factors in managingchange successfully and where should ChangeManagement be positioned in the organization? Culture will play a role too.
However, on a global scale, approximately 70% of the business or IT transformation have failed to meet business expectations, how to make such a transformation effort more systematically. Businesstransformation needs to be carried out within the company's system and apply design principle accordingly.
The perfect position As organizations increasingly depend on technology to drive business innovation, CIOs are in a perfect position to drive change forward, says Lou DiLorenzo Jr., National US CIO program leader at Deloitte Consulting.
A consultant should put the client’s needs and priorities at the forefront of every interaction and decision, and “understand their business objectives, challenges, and preferences to tailor solutions that meet their specific requirements,” says Vijay Sonty, CIO at Community College of Philadelphia, who also works as an executive consultant.
Change capability is one of the strategic capabilities which underpin successful execution and move the organization from efficiency, effectiveness to agility and maturity. Besides the "Big WHYs" about the change we discussed earlier, here are three big WHAT about ChangeManagement. #1
ChangeManagement can become more successful with people at the core of change, the cause of changes, and the purpose of change. CIOs as change agents: What’re your logical steps in ChangeManagement scenario? People are always at the center of change.
ChangeManagement is no longer just a one-time project, but an ongoing, multi-faceted digital capability. Digital is all about changes, and change is multi-faceted with increasing speed and velocity. So how to managechange effectively? Assure the goals to achieve changes are well communicated.
Organizational changemanagement has a strong role in businesstransformation, benefits realization, and strategy execution. It’s important to first understand how much change capability (people, process, and technology) is really required for the effort you are kicking off.
The company’s leaders aimed to undertake a major cultural transformation, to maximize employees’ talent, and to acquire critical new skills. LITC realized it would not make sense for its business to jump into an IT transformationprogram without first advancing its organizational maturity. image_alt_text.
Change cannot be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization, to navigate through the “5W+1H” ChangeManagement framework. WHY do you need to CHANGE? The right TIMING can improve the success rate of changemanagement.
And when performed strategically in succession as Mahon has done at Werner, such quick wins can lead to much larger businesstransformation over time — with less big-bang disruption and changemanagement thanks to measurable proof of enhancement along the way.
Modern IT has to make a paradigm shift, continue to move up its maturity from a reactive helpdesk, back-office function into a proactive business partner and innovation engine. As every successful changeprogram or the businesstransformation should follow the 'Golden Circle' starting with the WHY?
Take a Logical Scenario to Drive IT ChangeManagement Take a Logical Scenario to Drive IT ChangeManagement Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change.
Business strategy has to drive transformation. There are too many organizations with transformationprograms that are not driven by strategy. So they end up being silo transformations with no systems thinking applied.
Improvement is a form of change, change can also be leapfrogged into businesstransformation. Change purposes, methodologies, and practices should be updated and well understood, you must understand the concept of the true meaning of the nonlinear organizational dynamic.
Nearly 75% of companies surveyed for the 2023 State of Digital Transformation Report from tech company Prophet said they’re either adopting, piloting, or exploring blockchain, the metaverse, and other Web3 technologies. They’re sitting within the company bubble and not looking outside,” she adds.
I cover topics for Technologists from CIOs to Developers - agile development, agile portfolio management, leadership, business intelligence, big data, startups, social networking, SaaS, content management, media, enterprise 2.0 and businesstransformation. This is another reminder that changemanagement is hard.
CIOs need to develop IT-driven changemanagement practices to reach the next level of business maturity and run IT as the change engine of the digital business. Change is a dance between the top management and the affected parts of the organization.
Cyber security transformation of course! I have also engaged peer CISOs doing terrific work transforming their firms’ security function and capabilities – I’ve always had […]. Well, it’s happening! My first Forrester report was published this week. Forrester clients can access here).
A successful IAM program needs to be approached as a businesstransformation initiative, rather than a technology one. It requires key business and security stakeholders' buy-in, and their visions aligned with the IAM program. We can manage everything in-house.
A changeable organization is to creating organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share. Change has to be orchestrated at all levels. It is commonly noted that most of the 'top-down' driven programs are unsuccessful as they fail to enthuse functional stakeholders.
IT is in a unique position because they can oversee the whole organizational processes and should have the program skills to implement digital transformation successfully. Thus, in forward-looking organizations, IT has become synonymous with the change department. Follow us at: @Pearl_Zhu.
Thus, contemporary CIOs should be capable of evolving leadership skills to not only match pace with the changes in technology and the pace at which the organization can effectively manage these changes, but also proactively drive changes in businesstransformation. Digital is about change.
They have to adapt to the ever-changing environment and make consistent improvement. It is nevertheless true that the change itself has become unpredictable and evolutionary as it was done even a decade ago. ChangeManagement has a very wide scope and is a relatively new area of expertise. The two go together.
The clear goals for change should focus on betterment, forwarding, and upward improvement. Understanding the essence of changes is critical to improving the success rate of changemanagement. Because sometimes change is the problem, sometimes lack of change is the problem.
Running IT as a change engine of the business: Organizations can make major leaps forward in change capability by involving the entire organization in major change efforts that support key business strategies to drive performance improvement.
IT is like the businesschange engine: Change is a dance between the top management and the affected parts of the organization. ChangeManagement is all about balancing the main elements impacting change such as people (the most important one), strategies, processes/ procedures and IT.
I cover topics for Technologists from CIOs to Developers - agile development, agile portfolio management, leadership, business intelligence, big data, startups, social networking, SaaS, content management, media, enterprise 2.0 and businesstransformation. Look for the signs and help manage these situations.
IT is in a unique position because they can oversee the whole organizational processes and should have the program skills to implement transformation successfully. Thus, in forward-looking organizations, IT has become synonymous with the change department. ChangeManagement is a journey, not just a one-time business effort.
Orchestrate the ChangeManagement The social enterprise is the new theme in digital era: Modern enterprise may take hybrid approach, to integrate traditional centralized pyramid shape structure and decentralized lattice style through enterprise social platform, focus on communication, open leadership, and innovation.
Digital transformation starts with the realization that you are currently can no longer deliver the business goals and reach the long-term vision of success for your company and your shareholders. Fundamentally, change large or small is about solving problems. Change is functional. Transformation is structural.
Sure, in today's world, technology is driving businesstransformation, unlike previous eras during which businesstransformation was driven by business ideas. But how to run IT as a change agent for businesstransformation. A CIO is a senior manager of the company/org they serve.
Chapter 4 The Digital IT Change Practices: The digital era upon us is about increasing pace of changes and continuous disruptions, IT is in a unique position to lead changes because they can oversee the whole organizational processes and they should have the management skills to implement digital transformationprograms successfully.
Organizations large and small are on the journey of the digital transformation. Transformation is the leapfrogging changes, and it is structural. Change is functional. Both are manageable. However, more than two-thirds of the ChangeManagement initiatives fail to achieve the expected business results.
Determining the Business Visions, Goals, and Objectives 2). Analyzing the Current State of the Business 3). Determining the Required BusinessTransformation 4). Developing the BusinessTransformation Design 5). It is made up of the following sections: 1).
Especially now, more business functions start purchasing cloud base IT services, will it leave CIOs more "powerless"? On the other side, centralization of the IT budget (as opposed to oversight of the corporate IT spend) puts pressure on CIOs to chase cost reduction programs. Follow us at: @Pearl_Zhu.
Thus, contemporary CIOs should be capable of evolving leadership skills to not only match pace with the changes in technology and the pace at which the organization can effectively manage these changes. but proactively managechanges. Bridging the gap between IT and the business is the issue about changes.
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