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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? I had to learn a lot in a short amount of time.
In a multi-cloud strategy, organizations use services from multiple cloud providers to avoid vendor lock-in and enhance resilience. This approach allows businesses to choose the best services from different providers and distribute workloads based on specific needs. Magesh Kasthuri Whats your FinOps strategy? Centralized FinOps.
What is the businesstransformation currently underway at Informatica? Many of our customers had already started to move their applications and it made sense they would want to transition to data management in the cloud as well. This isn’t just an IT or sales transformation; it’s a complete company transformation.
Top CIOs rebrand IT as part of a transformational vision that inspires the IT team, employees, stakeholders, and executives to experiment and drive change. These CIOs also avoid digital transformation’schangemanagement mistakes by guiding IT teams to drive end-user adoption, capture feedback, and iteratively improve solutions.
But Florida-based Brown & Brown Insurance put old-school conventions to the test when it joined a growing cadre of leading organizations remodeling IT to reflect the pervasive role of technology in businesstransformation. Rethinking IT structure serves as yet another catalyst for advancing tech-driven businessstrategy.
When it comes to IT strategy, Kimberly-Clark Global CIO Manoj Kumbhat makes one thing very clear: This multinational takes a business-first approach to digital transformation. We actually lead with businesstransformation — and then we did a cloud migration as a part of that.”.
Digital transformation wasn’t really about transformation As digital transformation became increasingly popular in 2011, I studied trends, investments, and outcomes as a principal analyst at Altimeter Group. Cloud and digital technologies were used to modernize business as usual rather than focus on transformative outcomes.
Changemanagement isn’t just about training – it’s about shifting mindsets, dealing with resistance, and maintaining productivity during the transition. Based on years of seeing both successes and failures, my practical advice is to make compliance and governance central to your AI strategy from day one.
A common but critical challenge I hear from CIOs, CTOs, and CDOs every day is that they have a difficult time helping the C-suite understand that IT is the very architecture for the future of business, not a cost center. How do you convince decision-makers to collaborate on linking IT strategy with businessstrategy?
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? Artificial Intelligence, IT Leadership, Machine Learning
Ajith Chandrasekharan serves as the Director of Enterprise Architecture at Keurig Dr Pepper focused on developing and maintaining the enterprise architecture roadmap and plays a crucial role in aligning the IT strategy to the business objectives. This article was made possible by our partnership with the IASA Chief Architect Forum.
Any enterprise data managementstrategy has to begin with addressing the 800-pound gorilla in the corner: the “innovation gap” that exists between IT and business teams. Most organizations (81%) don’t have an enterprise data strategy that enables them to fully capitalize on their data assets, according to Accenture.
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.
“Increasingly in our technology-driven world and business landscape, it makes sense to have a leader who’s a technologist by trade.” While CIOs have stepped up and delivered digital strategies for businesstransformation, using those successes as a platform to move into a CEO position could throw a curveball.
Today, 70% of Johar’s time is spent on managingbusiness operations, and the little time remaining, he says, is dedicated to driving businesstransformation and growth initiatives. With AI augmentation, that balance will shift away from back-end management to innovation and forward-focused projects.
became CIO in 2020, he and his leadership team defined a new digital strategy and IT operating model to bring the full force of digital technologies to the company’s customers and employees. I recently spoke with Bishop to learn his perspective on IT’s role in businesstransformation. When Irvin Bishop, Jr.
ChangeManagement : This is huge, and most organizations get it wrong. Core Leadership Qualities That Remain Essential Despite all the AI hype, some leadership fundamentals haven’t changed. It’s not just about what AI can do but what it should do. Don’t make that mistake.
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?
Once a vanguard businessstrategy, digital transformation has become a perennial objective for business survival. A good digital transformationstrategy is one that delivers incremental value within a comprehensive and formal framework,” Shah explains.
The job is so large that Allianz Technology CTO Gülay Stelzmüllner, then CIO, hired Karcher in October 2022 to develop the company’s ESG reporting strategy because she didn’t have enough time to strategize for it herself, given her ongoing CIO duties. Business goals matter, financials matter, and employee engagement matters,” she says.
Statistically, about 70% of change initiatives fail, rather, they fail to meet stakeholders’ expectations. Forward-looking organizations should have a set of changing steering instruments, systems, and structures in place prior to implementation in order to improve changemanagement success rate.
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.
You’ve got to have leaders who can articulate the digital vision, be that ‘tech whisperer’ to explain to senior executives your journey into the future, and then you need to be able to properly manage the changemanagement initiative — or all your great strategies won’t deliver their promised value. It’s a logical path.
Digital ecosystem has become more complex and dynamic, ChangeManagement also turns to be more complex, and there is no magic formula to follow. That’s perhaps part of reasons why the failure rate of ChangeManagement is so stubbornly high. Most people are quite willing to put the effort into change.
So for technology leaders who want to be key players in their companies’ transformations, the first step, he says, is to pivot from focusing on bits and bytes to debits and credits, starting with the finances of the IT organization itself. The most successful CIOs are those who spend time and energy on financial management,” he says. “It
It is such a pleasure to be back at Forrester, especially now when our firm is actively embracing and helping you, our customers, leverage new technologies to innovate and differentiate your business.
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 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.
Even change itself changes, and digital ecosystem has become more complex and dynamic. ChangeManagement also turns to be more complex, that’s perhaps part of reasons why the failure rate of ChangeManagement is so stubbornly high - around two-thirds of ChangeManagement efforts fail to achieve the expected value.
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.
A consultant leading a businesstransformation initiative should collaborate closely with the client’s leadership team to develop a shared vision, roadmap, and implementation plan, Sonty says. A consultant should be open to adapting quickly to changing priorities, deadlines, and scope, and be willing to pivot as needed.
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 strong support for continuous improvement is an essential strategy.
With proactive support and full engagement of top leaders, ChangeManagement can become an enjoyable voyage to discover the new landscape of business. Change is a volatile subject, just like change itself. Everything changes continuously by following the laws of evolution, and the rate of change is accelerated.
There are positive changes and negative changes; there are incremental changes and disruptive changes, etc. Here are varying perspectives about ChangeManagement. If the organizational changemanagement intends to change employees’ behavior through some mandatory rules, often change is not sustainable.
A digital transformation is achieved via dynamic Strategy-Execution-Change life cycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. Thus, in forward-looking organizations, IT has become synonymous with the change department.
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 change program or the businesstransformation should follow the 'Golden Circle' starting with the WHY?
A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. How to spot your change champions and cultivate the culture of learning and innovating?
Businessstrategy has to drive transformation. There are too many organizations with transformation programs that are not driven by strategy. So they end up being silo transformations with no systems thinking applied. Follow us at: @Pearl_Zhu.
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 […]. Digital leaders tell us that they often struggle to find the right people with the right skills, and competition for elite talent is fierce.
And in Business, it’s the “burning platform.” It’s the idea that people’s behavior is changing and competitors are taking the leap while you stay “safe” on a crumbling cliff. In Academia we called it “publish or perish.” In Marketing we called it #StayRelevant.
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.
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. Digital Transformation
What Our Clients Tell Us All The Time. 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 […].
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