The role of the modern CIO is rapidly changing. It’s no longer a position for those with limited tech knowledge who manage IT staff and budget. It’s a much more expansive role,...
A recent LinkedIn post by Marc Dowd (You must become a disruptor) makes no bones about the fact that the pace of change brings many dangers for slower moving organisations. Harvard Business Review recently talked about executives expecting ‘moderate or massive’ digital disruption in the next 12 months. Lower startup costs and the proliferation of consumer IT contribute to a general lowering of barriers to entry to many areas of business, creating an extremely dynamic and ever-growing competitive environment.
Are all CIOs leaders or followers? Does it matter where the CIO sits in an organisation to be a leader within that organisation? Can you learn to be a CIO Leader? These are questions that I have heard for a long time in my career. As a seasoned CIO I ask myself them constantly – am I a leader or a follower? The answer is not easy as it depends on your personal journey through the professional career you have chosen and within the context of the organisations you have worked for. In some organisations I was a leader, in others I was a followers while in others I was both – schizophrenic or what!
Enterprise Architecture has evolved to be much closer to the heart of an organization, directly liaising and advising the CIO with regards to digital business and transformation.
We keep hearing that technology is changing the world. This is true. Everything changes, and to survive continual change is a fundamental requirement of all businesses. Consequently, describing how changes in technology can make the difference to a business is a fundamental requirements for CIOs, but they must explain it in business language. This means that CIOs need to understand their company’s business culture and environment before determining the best approach to solving organisational issues.
IT strategic planning – the next 5 years or 500 days?
A number of discussions arose from my last blog series on CIO Dialogues regarding the future of business IT Strategies both in the private and public sectors. Many CIOs raised concerns about disruptive technologies (in particular Software Defined “things”) are changing the CIO role and its ability to continuously provide the right, effective services back to the business. It is apparent that no matter in what industry you are in, everything is moving at a faster pace than ever before – and with less predictability. Consequently, CIO’s can no longer develop their traditional five-year IT plans and be relatively safe in their “predictions.” Today they need to move faster than ever whilst ensuring a stable technological infrastructure for their business. This means they can only think in terms of “near-future IT strategies” – 12-18 months maximum (about 500 days).