Pearl Zhu's Blog, page 1323
June 29, 2016
"CIO Master" Book Tuning XXXXXVIIII: Setting the Right Priorities to Run Digital IT with Full Speed
Setting priority to leverage limited resources and talent to maximizing business value is an important step in climbing organizational maturity.
IT plays a significant role in the digital transformation of the organization because information is permeating into every corner of the business and technology is often the disruptive force of innovation. However, the majority of IT organizations get stuck in the lower level of maturity, overloaded and understaffed, slow to change, and operate in a "surviving mode." How to set the right priority to thrive and run digital IT with the full speed?
Setting priority to solving the problems making the most impact on strategy: The higher mature IT is as a business partner, rather than a service desk, the faster IT can lead the business's digital transformation. IT leaders need to have the strategic mind and skill-set to contribute business problem defining and solving. IT should play as an optimistic and cautious innovator with an in-depth understanding of technology potential and limitation, opportunity, and risk, IT needs to become a strategic partner of the business by focusing on the things matter for the business's long-term perspective based on the technological vision.The intimate Business-IT partnership is the ultimate status for IT to deliver better fit, right-on and cost-effective solutions, even you can not fulfill all business’s demands, but you deliver what you promise, and you do what is best fit for the business’s strategy and goals.
It is both the art and science to know when to say YES, and when to say NO to your internal customers: Being customer-centric doesn't mean just being an order taker, to overpromise, but under-delivery; it means to focus on implementing things really important to improve customer satisfaction. Hence, you need to be humble enough to listen to customers; also be confident enough to say 'NO' with the fair reasons. Sometimes, what IT and users define as "innovation" are two entirely different things. To the IT department, it means pushing the limits of technology, whereas to the users it means making their jobs and lives simpler. In some well-established organizations, IT is the controller with a bit ‘arrogant' attitude, without doing enough to engage business into collecting requirement and setting priority. The business requires that IT provides solutions to real-life business problems. This can only be achieved by constant engagement and both sides seeing the other as a "partner" rather than an adversary.
The CIO has to make a priority choice based on ROI and risk: Many forward-thinking IT organization are run as change organizations of businesses. However, change is not for its own sake, or busyness. Understanding the technology is one thing, understanding the impact of the change to the business is another thing entirely. IT contribution to business value does not come from the technology itself, but from the change that IT both shapes and enables. Only through the in-depth understanding of business, the CIO can make a priority choice based on ROI and calculated risks. The CIO is responsible for new technology adoption, the CIO's role is beyond strategy implementer and more into a strategy maker or at least with the influential power to shape and keep in harmony with the business, market, products, and resources. The CIO can only set the right priority choice if they have the data available to them and proactively understand business and customer first to avoid changing for the technology’s sake. So IT organizations can innovate towards simplicity and discover the new secure way to improve business agility and customer satisfaction.
Setting priority to leverage limited resources and talent to maximizing business value is an important step in climbing organizational maturity. Ultimately, more transparency in the IT value proposition to the business plus more engagement a partnership is needed with the organization. IT should be creating value across organizational lines and not silo-ed as years gone by, and IT can run with full speed without too many distractions and misunderstanding by setting the right priority and doing works effectively.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
IT plays a significant role in the digital transformation of the organization because information is permeating into every corner of the business and technology is often the disruptive force of innovation. However, the majority of IT organizations get stuck in the lower level of maturity, overloaded and understaffed, slow to change, and operate in a "surviving mode." How to set the right priority to thrive and run digital IT with the full speed?
Setting priority to solving the problems making the most impact on strategy: The higher mature IT is as a business partner, rather than a service desk, the faster IT can lead the business's digital transformation. IT leaders need to have the strategic mind and skill-set to contribute business problem defining and solving. IT should play as an optimistic and cautious innovator with an in-depth understanding of technology potential and limitation, opportunity, and risk, IT needs to become a strategic partner of the business by focusing on the things matter for the business's long-term perspective based on the technological vision.The intimate Business-IT partnership is the ultimate status for IT to deliver better fit, right-on and cost-effective solutions, even you can not fulfill all business’s demands, but you deliver what you promise, and you do what is best fit for the business’s strategy and goals.
It is both the art and science to know when to say YES, and when to say NO to your internal customers: Being customer-centric doesn't mean just being an order taker, to overpromise, but under-delivery; it means to focus on implementing things really important to improve customer satisfaction. Hence, you need to be humble enough to listen to customers; also be confident enough to say 'NO' with the fair reasons. Sometimes, what IT and users define as "innovation" are two entirely different things. To the IT department, it means pushing the limits of technology, whereas to the users it means making their jobs and lives simpler. In some well-established organizations, IT is the controller with a bit ‘arrogant' attitude, without doing enough to engage business into collecting requirement and setting priority. The business requires that IT provides solutions to real-life business problems. This can only be achieved by constant engagement and both sides seeing the other as a "partner" rather than an adversary.
The CIO has to make a priority choice based on ROI and risk: Many forward-thinking IT organization are run as change organizations of businesses. However, change is not for its own sake, or busyness. Understanding the technology is one thing, understanding the impact of the change to the business is another thing entirely. IT contribution to business value does not come from the technology itself, but from the change that IT both shapes and enables. Only through the in-depth understanding of business, the CIO can make a priority choice based on ROI and calculated risks. The CIO is responsible for new technology adoption, the CIO's role is beyond strategy implementer and more into a strategy maker or at least with the influential power to shape and keep in harmony with the business, market, products, and resources. The CIO can only set the right priority choice if they have the data available to them and proactively understand business and customer first to avoid changing for the technology’s sake. So IT organizations can innovate towards simplicity and discover the new secure way to improve business agility and customer satisfaction.Setting priority to leverage limited resources and talent to maximizing business value is an important step in climbing organizational maturity. Ultimately, more transparency in the IT value proposition to the business plus more engagement a partnership is needed with the organization. IT should be creating value across organizational lines and not silo-ed as years gone by, and IT can run with full speed without too many distractions and misunderstanding by setting the right priority and doing works effectively.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Setting the Right Priorities to Run Digital IT with Full Speed
IT plays a significant role in digital transformation of the business because information is permeating every corner of the business and technology is often the disruptive force of innovation. However, the majority of IT organizations get stuck in the lower level of maturity, overloaded and understaffed. How to set the right priority to run digital IT with full speed?
Setting priority to solving the problems making most impact on strategy: The higher mature IT is a business partner, rather than a service desk, and IT leaders need to have the strategic mindset and skill-set to contribute business problem defining and solving. IT should play as an optimistic and cautious innovator with an in-depth understanding of technology potential and limitation, opportunity, and risk, IT needs to become a strategic partner of the business, the intimate Business-IT partnership is the ultimate status for IT to deliver better fit, right-on and cost-effective solutions, even you can not fulfill all business’s demands, but you deliver what you promise, and you do what is best fit for business’s strategy and goals.
It is both the art and science to know when to say YES, and when to say NO to your internal customers: Being customer-centric doesn't mean just being an order taker, it means to focus on implementing things really important to improve customer centricity. Hence, you need to be humble enough to listen to customers; also be confident enough to say 'NO' with the fair reasons. Sometimes, what IT and users define as "innovation" are two entirely different things. To the IT department, it means pushing the limits of technology, whereas to the users it means making their jobs and lives simpler. In some well-established organizations, IT is the controller with a bit ‘arrogant' attitude, without doing enough to engage business into collecting requirement and setting priority. The business requires that IT provides solutions to real-life business problems. This can only be achieved by constant engagement and both sides seeing the other as a "partner" rather than an adversary.
The CIO has to make a priority choice based on ROI and risk: Understanding the technology is one thing, understanding the impact of the change to the business is another thing entirely. IT contribution to business value does not come from the technology itself, but from the change that IT both shapes and enables. Only based on in-depth understanding of business, the CIO has to make a priority choice based on ROI and calculated risks. The CIO is responsible for new technology adoption, the CIO's role is more than strategy implementer and more into strategy maker or at least with the influential power to shape and keep in harmony the business, market, products, and resources. The CIO can only set the right priority choice if they have the data available to them and proactively understand business and customer first to avoid changing for technology’s sake. So IT organizations can innovate towards simplicity and discover new secure way to improve business agility and customer satisfaction.Setting priority to leverage limited resources and talent to maximizing business value is an important step in climbing organizational maturity. Ultimately, more transparency in the IT value proposition to the business plus more engagement a partnership is needed with the business. IT should be creating value across organizational lines and not silo-ed as in years gone by, and IT can run with full speed without too many distractions and misunderstanding.
Follow us at: @Pearl_Zhu
June 28, 2016
Bridging Three Gaps to Make the Business “Digital Ready”
Although developing and implementing a digital strategy is at the top list of business executives’ agenda, Being digital ready goes beyond just applying the latest technologies, or playing the latest gadget. There are still many gaps need to be close, and there are a lot of pitfalls on the way. Therefore, truly forward-thinking organizations are taking a holistic approach to making the business “Digital Ready” via bridging the following three gaps in order to implement digital strategy seamlessly.Trust gap: Many organizations are still running in a command and control mode and live in the work environment lack of trust. One thing that is true, fear and anger operate on the lowest level and can do little more than create order in the short term. When leaders realize that if you want to achieve greatness in your realm, you will have to touch the upper levels, thus eliminating fear and anger as options. There are so many things employees will not tell their managers what're in their mind, and unfortunately, there are not so many things that are positives. It is an indication of a lack of trust. No blind trust or trust too little. Leader need show staff that you respect them, first, understand what they care, trust them in a safe environment. The great leadership is not based on fear or command control, but through empathy and inspiration. Help employees not to fail, and if they do, show yourself to be trustworthy by supporting them. In order to close trust gap, continue to see the importance of dealing with blind spots by learning how to be quick to listen, slow to speak, and slow to anger. Your signal light behavior illustrates the value of maintaining self-control when you face hardships in business or your personal life.The more we understand its vitality and the anatomy, the better will be our ability to lead in different situations.
Strategy-Execution Gap: Digital strategy execution is not linear steps, but an iterative continuum. Often, the business strategy execution gaps exist at people’s mindsets, organizational cultures, business processes & capabilities, measurement methods and tools, etc. The managements need to make sure that STRATEGY is on the right track, otherwise, they have to take corrective ACTIONS. What you are going to achieve could be “LONG TERM” or “SHORT TERM” goals. If strategy (the deliberate strategy) is planned or intended, usually it is LONG TERM. After that, they need to have SHORT-TERM actions which are aligned with the goals. The gaps exist because the strategy planning or ideation team and implementation team have a different focal point, priority, and performance evaluation criteria. Thus, to close the gap, cross-functional communication and collaboration are important, also it’s crucial to take a systematic approach via leveraging effective tools such as a balanced scorecard, and set measurement to gauge the right things and gain holistic perspectives.
IT-Business Gap: IT business synchronization is one of the most important aspects to achieve digital harmonization. However, many think the gap between business and IT has actually widened. Bridging the gap between IT and the business are really issues of all about change. Due to the increasing speed of changes, that business and IT have evolved at a different pace over the past few decades. Thus, the resulting time gap between the costs of changing the environment and getting a quantifiable benefit (usually measured in money) makes changing the transformation.While IT has evolved significantly in all aspects - people, process, technology - business has, and continues to evolve faster. Therefore, digital leaders should empower the IT organizations to become a change agent and run change projects. For many organizations, the IT department has become synonymous with the change department. In today’s world and in most organizations, Technology change tends to be large, complex and frequent and so changing the other parts has tended to become subsumed into the remit of the IT department. Being digital ready is both an attitude and needs to build a set of the leadership and business capabilities. Highly mature organizations not only apply the most advanced digital technologies into their business but more importantly, they weave all important factors, from shaping the holistic digital mindset to building the high-performing digital culture, fill blind spots and close gaps, with the ultimate goal to achieve long-term business prosperity.
Follow us at: @Pearl_Zhu
“CIO Master” Book Tuning XXXXXVIII: How to Build an IT Roadmap for Digital Transformation
Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation.
Forward-looking IT organizations are on the journey to digital transformation. And strategic IT leaders also build a solid roadmap to show the time sequence of a strategy. A "roadmap" is simply a plan for moving or transitioning, from one state to another. More specifically, how can CIOs build a digital-ready IT roadmap?
Roadmaps can sometimes be just technology transitions, but usually have social and organizational components of change. A roadmap shows the transition plan, it is the set of investments, programs, projects and milestones that take you from the current state to the target state of the business. The end result is a dynamic tree-like structure of roadmaps with interlocking deliverables and schedules. IT sustenance and business innovation are on every CIO's roadmap, especially in the well-established enterprises. Every IT project is the business project, for any forward-thinking organization, develop a business plan for the IT strategic roadmap; develop the business case for the roadmap; begin to socialize with business team and management to gain support. IT must be managed in two ways; the utility side of the house where IT constantly drives costs lower; the second being a business innovation engine which is the only way to lift IT from commoditized service to strategic partner; from the cost center to value creator; and from the reactive service provider to the proactive game changer. And it is doing so that IT can enable the business to increase market share, acquire new customers and increase innovation.
Define more than one ways of achieving the goal. Conduct organizational level briefing and choose most suitable and acceptable approach. Once you know that current state (the starting point) for both the business and IT and how well they interrelate and get a vision for the business, then you can begin to put a vision together for IT. The last step will be to determine how you get from current state to the vision state in detail (the roadmap). A key ingredient will be the expectations and requirements from business management on how they expect IT to contribute to the overall business. Digital strategy making and execution are a collective effort of IT and other business departments to fit business purposes, leverage digital speed and delight customer. Digitalization is driving unpredictability, demanding a more rapid deployment that quickly can adapt to the changes and adjust to the new market conditions. IT strategy is one of the most significant components of the corporate digital strategy. It is how to leverage the resources and assets of the IT departments to create the optimal business value - which in the next step, will generate revenue growth, brand or increased market shares. Define more than one way of achieving the goal. For each approach, estimate costs, resources required, timelines, risks involved, and trends. (a) Break it down into several stages. Each stage being a point where in business gets the benefit of the activities so far or taken up the activities so far to form a stepping stone for the big step. (b) Attach timelines, interim goals, assumptions, business units’ support needs and implementation plans. (c) Get acceptance from the senior management for the costs, timelines, budget allocation, resource requirements, training, and freeze the road map and publish it.
Have a clear “To-Be” statement with prioritized / desired capabilities, and define a roadmap of the strategy for both long term and tactical quick wins timeline. At the age of people including both customers and employees, IT needs to set priority to digitalize every touch point of customer experience. IT has two sets of customers as well, the internal users who count on IT to equip them with the effective technology tools to improve productivity and work satisfaction; and the end customers who shop the business’s products or service and continue to compare their customer experience with competitors.' The user would need a delightful experience because if the user is bored or confused with the applications, the revenue or productivity will decrease, it will directly impact the business’s top line growth or bottom line efficiency. The artifact of digital-ready IT roadmap becomes one that covers the following:(1) what the application portfolio looks like today(2) what it needs to look like to achieve the business goals(3) the series of initiative/changes/steps that bring the portfolio from here to there.
Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation. Digital organizations are often characterized by a continuous transformation correlated to the changed customer behavior and technical evolution. However, at today’s “VUCA” digital dynamic, be cognizant of unknown. CIOs as top leaders, you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Therefore, even you have built a comprehensive roadmap handy, be alert to identify blind spots, be flexible to adjust the planning, be open to listening to the different points of views, and be determined when you have to make a tough choice and take the calculated risk. Digital is the journey to practice leadership effectiveness and weave all important business success factors into the digital symphony.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Forward-looking IT organizations are on the journey to digital transformation. And strategic IT leaders also build a solid roadmap to show the time sequence of a strategy. A "roadmap" is simply a plan for moving or transitioning, from one state to another. More specifically, how can CIOs build a digital-ready IT roadmap?
Roadmaps can sometimes be just technology transitions, but usually have social and organizational components of change. A roadmap shows the transition plan, it is the set of investments, programs, projects and milestones that take you from the current state to the target state of the business. The end result is a dynamic tree-like structure of roadmaps with interlocking deliverables and schedules. IT sustenance and business innovation are on every CIO's roadmap, especially in the well-established enterprises. Every IT project is the business project, for any forward-thinking organization, develop a business plan for the IT strategic roadmap; develop the business case for the roadmap; begin to socialize with business team and management to gain support. IT must be managed in two ways; the utility side of the house where IT constantly drives costs lower; the second being a business innovation engine which is the only way to lift IT from commoditized service to strategic partner; from the cost center to value creator; and from the reactive service provider to the proactive game changer. And it is doing so that IT can enable the business to increase market share, acquire new customers and increase innovation.
Define more than one ways of achieving the goal. Conduct organizational level briefing and choose most suitable and acceptable approach. Once you know that current state (the starting point) for both the business and IT and how well they interrelate and get a vision for the business, then you can begin to put a vision together for IT. The last step will be to determine how you get from current state to the vision state in detail (the roadmap). A key ingredient will be the expectations and requirements from business management on how they expect IT to contribute to the overall business. Digital strategy making and execution are a collective effort of IT and other business departments to fit business purposes, leverage digital speed and delight customer. Digitalization is driving unpredictability, demanding a more rapid deployment that quickly can adapt to the changes and adjust to the new market conditions. IT strategy is one of the most significant components of the corporate digital strategy. It is how to leverage the resources and assets of the IT departments to create the optimal business value - which in the next step, will generate revenue growth, brand or increased market shares. Define more than one way of achieving the goal. For each approach, estimate costs, resources required, timelines, risks involved, and trends. (a) Break it down into several stages. Each stage being a point where in business gets the benefit of the activities so far or taken up the activities so far to form a stepping stone for the big step. (b) Attach timelines, interim goals, assumptions, business units’ support needs and implementation plans. (c) Get acceptance from the senior management for the costs, timelines, budget allocation, resource requirements, training, and freeze the road map and publish it.
Have a clear “To-Be” statement with prioritized / desired capabilities, and define a roadmap of the strategy for both long term and tactical quick wins timeline. At the age of people including both customers and employees, IT needs to set priority to digitalize every touch point of customer experience. IT has two sets of customers as well, the internal users who count on IT to equip them with the effective technology tools to improve productivity and work satisfaction; and the end customers who shop the business’s products or service and continue to compare their customer experience with competitors.' The user would need a delightful experience because if the user is bored or confused with the applications, the revenue or productivity will decrease, it will directly impact the business’s top line growth or bottom line efficiency. The artifact of digital-ready IT roadmap becomes one that covers the following:(1) what the application portfolio looks like today(2) what it needs to look like to achieve the business goals(3) the series of initiative/changes/steps that bring the portfolio from here to there.
Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation. Digital organizations are often characterized by a continuous transformation correlated to the changed customer behavior and technical evolution. However, at today’s “VUCA” digital dynamic, be cognizant of unknown. CIOs as top leaders, you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Therefore, even you have built a comprehensive roadmap handy, be alert to identify blind spots, be flexible to adjust the planning, be open to listening to the different points of views, and be determined when you have to make a tough choice and take the calculated risk. Digital is the journey to practice leadership effectiveness and weave all important business success factors into the digital symphony.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
“CIO Master” Book Tuning: How to Build an IT Roadmap for Digital Transformation
Forward-looking IT organizations are on the journey to digital transformation. And strategic IT leaders also build a solid roadmap to show the time sequence of a strategy. A "roadmap" is simply a plan for moving or transitioning, from one state to another. More specifically, how can CIOs build a digital-ready IT roadmap?
Roadmaps can sometimes be just technology transitions, but usually have social and organizational components of change. A roadmap shows the transition plan or roadmap, is the set of investments, programs, projects and milestones that take you from the current state to the target state of the business. The end result is a dynamic tree-like structure of roadmaps with interlocking deliverables and schedules. IT sustenance and business innovation are on every CIO's roadmap, especially in the well-established enterprises. Every IT project is the business project, for any business, Develop a business plan for the IT strategic roadmap; develop the business case for the roadmap; begin to socialize with business team and management to gain support. IT must be managed in two ways; the utility side of the house where IT constantly drives costs lower; the second being business innovation which is the only way to lift IT from commoditized service to strategic partner; from the cost center to value creator; and from the reactive service provider to the proactive game changer. And it is doing so that IT can enable the business to increase market share, acquire new customers and increase innovation.
Define more than one ways of achieving the goal. Conduct organizational level briefing and choose most suitable and acceptable approach. Once you know that current state (the starting point) for both the business and IT and how well they interrelate and get a vision for the business, then you can begin to put a vision together for IT. The last step will be to determine how you get from current state to the vision state in detail (the roadmap). A key ingredient will be the expectations and requirements from business management on how they expect IT to contribute to the overall business. Digital strategy making and execution are a collective effort of IT and other business departments to fit business purposes, leverage digital speed and delight customer. Digitalization is driving unpredictability demanding a more rapid deployment that quickly can adapt to the changes and adjust to the new market conditions. IT Strategy is the most significant component of the corporate digital strategy. It is how to leverage the resources and assets of the IT departments to create the optimal business value - which in the next step, will generate revenue growth, brand or increased market shares. Define more than one way of achieving the goal. For each approach, estimate costs, resources required, timelines, risks involved, and trends. (a) Break it down into several stages. Each stage being a point where in business gets the benefit of the activities so far or taken up the activities so far to form a stepping stone for the big step. (b) Attach timelines, interim goals, assumptions, business units’ support needs and implementation plans. (v) Get acceptance from the senior management for the costs, timelines, budget allocation, resource requirements, training, and freeze the road map and publish it.
Have a clear “To-Be” statement with prioritized / desired capabilities, you are good to define a roadmap for the strategy for both long term and tactical quick wins timeline. At the age of people including both customers and employees, IT needs to set priority to digitalize every touch point of customer experience. IT has two sets of customers as well, the internal users who count on IT to equip them with the effective technology tools to improve productivity and work satisfaction; and the end customers who shop the business’s products or service and continue to compare their customer experience with competitors,' the user would need a delightful experience because if the user is bored or confused with the applications, the revenue or productivity will decrease, it will directly impact the business’s top line growth or bottom line efficiency. The artifact of digital-ready IT roadmap becomes one that covers the following:(1) what the application portfolio looks like today(2) what it needs to look like to achieve the business goals(3) the series of initiative/changes/steps that bring the portfolio from here to there.
Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation. Digital organizations are often characterized by a continuous transformation correlated to the changed customer behavior and technical evolution. However, at today’s “VUCA” digital dynamic, be cognizant of unknown. CIOs as top leaders, you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Therefore, be alert to identify blind spots, be flexible to adjust the planning, be open to listening to different point of views, and be determined when you have to make a tough choice and take the calculated risk. Digital is the journey to practice leadership effectiveness and weave all important business success factors into the digital symphony.
Follow us at: @Pearl_Zhu
June 27, 2016
The “CIO Master” Monthly Tuning Collection: Running a Digital Ready IT June. 2016
Being digitally ready goes beyond just applying the latest technologies, it starts with n agile digital mentality.
Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiated values from piles of commoditized technologies. Digital transformation starts with a mind shift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. But more specifically, what are the digital-savvy CIOs doing in running a digital-ready IT organization?
How to run a Digital-Ready IT June 2016Closing Three Gaps to Run an Innovative IT Digital CIOs have many personas indicated in the “I” of the CIO title, “Chief Innovation Officer” is one of the most pertinent roles they need to fulfill, Because more often than not, technology is the disruptive force of innovation, and information is the very clue to developing the next and best products or service, as well as delighting customers. A great CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new technology and abundance of information can create fresh new opportunities. The point is: What are innovation gaps organizations need to bridge, how can a CIO build a solid innovation agenda, and play such a digital role more effectively?
Three Aspects in Running a Digital-Ready IT Either running IT or managing the organization as a whole, being digitally ready goes beyond just applying the latest technologies or playing the trendy gadgets. It starts with an agile digital mentality. The management has to follow digital principles and take a structured approach to shifting from inside-out operation focus to outside-in customer-centric. Digital transformation starts with a mind shift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom.
The Interdisciplinary Practice to Manage IT and Business: Businesses today are shifting from an industrial silo fashion to the hyper-connected digital trend. The business management technique also shifts from hierarchical command and control style to holistic management practices. The Interdisciplinary science can be applied to digital management with integrating multi-disciplinary methodology, it enables leaders to frame a bigger thinking box, and approach problems via multi-faceted way, technically, scientifically and culturally.
Running IT from “Busyness” to Betterment: The majority of IT organizations still get stuck at the lower level of maturity, overloading, understaffed and struggle to deliver business value with the right speed. On the other side, businesses today rely more and more on information and technology; people tend to have a high expectation of digital flow, the IT department has more and more challenges to overcome for running at a digital speed. Which approach shall you take to run IT from “busyness” to betterment?
Three Traits in IT High-Professionalism: Due to the fast pace of technology update and information flow, IT skills gap is the reality, not fiction; due to the complex nature of technology, and intense workload of IT, IT leaders and professionals have to continue updating knowledge, staying focused on solving complex problems, and always challenge the new way to do things. Compared to many other professionals, the high-quality IT professionals have to learn more intensively, do things more creatively, think and make decisions more intellectually. What are important traits in IT high-professionalism?
The “Future of CIO” Blog has reached 1.3 million page views with more than 2900 blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.
Follow us at: @Pearl_Zhu
Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiated values from piles of commoditized technologies. Digital transformation starts with a mind shift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. But more specifically, what are the digital-savvy CIOs doing in running a digital-ready IT organization?
How to run a Digital-Ready IT June 2016Closing Three Gaps to Run an Innovative IT Digital CIOs have many personas indicated in the “I” of the CIO title, “Chief Innovation Officer” is one of the most pertinent roles they need to fulfill, Because more often than not, technology is the disruptive force of innovation, and information is the very clue to developing the next and best products or service, as well as delighting customers. A great CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new technology and abundance of information can create fresh new opportunities. The point is: What are innovation gaps organizations need to bridge, how can a CIO build a solid innovation agenda, and play such a digital role more effectively?
Three Aspects in Running a Digital-Ready IT Either running IT or managing the organization as a whole, being digitally ready goes beyond just applying the latest technologies or playing the trendy gadgets. It starts with an agile digital mentality. The management has to follow digital principles and take a structured approach to shifting from inside-out operation focus to outside-in customer-centric. Digital transformation starts with a mind shift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom.
The Interdisciplinary Practice to Manage IT and Business: Businesses today are shifting from an industrial silo fashion to the hyper-connected digital trend. The business management technique also shifts from hierarchical command and control style to holistic management practices. The Interdisciplinary science can be applied to digital management with integrating multi-disciplinary methodology, it enables leaders to frame a bigger thinking box, and approach problems via multi-faceted way, technically, scientifically and culturally.
Running IT from “Busyness” to Betterment: The majority of IT organizations still get stuck at the lower level of maturity, overloading, understaffed and struggle to deliver business value with the right speed. On the other side, businesses today rely more and more on information and technology; people tend to have a high expectation of digital flow, the IT department has more and more challenges to overcome for running at a digital speed. Which approach shall you take to run IT from “busyness” to betterment?
Three Traits in IT High-Professionalism: Due to the fast pace of technology update and information flow, IT skills gap is the reality, not fiction; due to the complex nature of technology, and intense workload of IT, IT leaders and professionals have to continue updating knowledge, staying focused on solving complex problems, and always challenge the new way to do things. Compared to many other professionals, the high-quality IT professionals have to learn more intensively, do things more creatively, think and make decisions more intellectually. What are important traits in IT high-professionalism?The “Future of CIO” Blog has reached 1.3 million page views with more than 2900 blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.
Follow us at: @Pearl_Zhu
The “CIO Master” Monthly Tunings: Running a Digital Ready IT June. 2016
IT is the business.
Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies. Digital transformation starts with mindshift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. But more specifically, what are the digital-savvy CIOs doing in running a digital-ready IT organization.
How to run a Digital-Ready IT June 2016Closing Three Gaps to Run an Innovative IT Digital CIOs have many personas indicated in the “I” of the CIO title, “Chief Innovation Officer” is one of the most pertinent roles they need to fulfill, Because more often than not, technology is the disruptive force of innovation, and information is the very clue to developing the next and best products or service, as well as delighting customers. A great CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new technology and abundance of information can create fresh new opportunities. The point is: What are innovation gaps organizations need to bridge, how can a CIO build a solid innovation agenda, and play such a digital role more effectively?
Three Aspects in Running a Digital-Ready IT Either running IT or managing the organization as a whole, being digitally ready goes beyond just applying the latest technologies or playing the trendy gadgets. The management has to follow digital principles and take a structured approach to shifting from inside-out operation focus to outside-in customer-centric. Digital transformation starts with mindshift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. Here are three aspects of running a digital-ready IT organization.
The Interdisciplinary Practice to Manage IT and Business: Businesses today are shifting from the industrial silo fashion to the hyper-connected digital trend. The business management technique also shifts from hierarchical command and control style to holistic management practices. The Interdisciplinary science can be applied to digital management with integrating multi-disciplinary methodology, it enables leaders to frame a bigger thinking box, and approach problems via multi-faceted way, technically, scientifically and culturally.
Running IT from “Busyness” to Betterment: The majority of IT organizations still get stuck at the lower level of maturity, overloading, understaffed and struggle to deliver business value with the right speed. On the other side, businesses today rely more and more on technology; people tend to have a high expectation of digital flow, the IT department has more and more challenges to overcome for running at digital mode. Which approach shall you take to run IT from “busyness” to betterment?
Three Traits in IT High-Professionalism: Due to the fast pace of technology update and information flow, IT skills gap is the reality, not fiction; due to the complex nature of technology, and intense workload of IT, IT leaders and professionals have to continue updating knowledge, staying focused on solving complex problems, and always challenge the new way to do things. Compared to many other professionals, the high-quality IT professionals have to learn more intensively, do things more creatively, think and make decisions more intellectually. What are important traits in IT high-professionalism?
The “Future of CIO” Blog has reached 1.3 million page views with about #2900th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.
Follow us at: @Pearl_Zhu
Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies. Digital transformation starts with mindshift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. But more specifically, what are the digital-savvy CIOs doing in running a digital-ready IT organization.
How to run a Digital-Ready IT June 2016Closing Three Gaps to Run an Innovative IT Digital CIOs have many personas indicated in the “I” of the CIO title, “Chief Innovation Officer” is one of the most pertinent roles they need to fulfill, Because more often than not, technology is the disruptive force of innovation, and information is the very clue to developing the next and best products or service, as well as delighting customers. A great CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new technology and abundance of information can create fresh new opportunities. The point is: What are innovation gaps organizations need to bridge, how can a CIO build a solid innovation agenda, and play such a digital role more effectively?
Three Aspects in Running a Digital-Ready IT Either running IT or managing the organization as a whole, being digitally ready goes beyond just applying the latest technologies or playing the trendy gadgets. The management has to follow digital principles and take a structured approach to shifting from inside-out operation focus to outside-in customer-centric. Digital transformation starts with mindshift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. Here are three aspects of running a digital-ready IT organization.
The Interdisciplinary Practice to Manage IT and Business: Businesses today are shifting from the industrial silo fashion to the hyper-connected digital trend. The business management technique also shifts from hierarchical command and control style to holistic management practices. The Interdisciplinary science can be applied to digital management with integrating multi-disciplinary methodology, it enables leaders to frame a bigger thinking box, and approach problems via multi-faceted way, technically, scientifically and culturally.
Running IT from “Busyness” to Betterment: The majority of IT organizations still get stuck at the lower level of maturity, overloading, understaffed and struggle to deliver business value with the right speed. On the other side, businesses today rely more and more on technology; people tend to have a high expectation of digital flow, the IT department has more and more challenges to overcome for running at digital mode. Which approach shall you take to run IT from “busyness” to betterment?
Three Traits in IT High-Professionalism: Due to the fast pace of technology update and information flow, IT skills gap is the reality, not fiction; due to the complex nature of technology, and intense workload of IT, IT leaders and professionals have to continue updating knowledge, staying focused on solving complex problems, and always challenge the new way to do things. Compared to many other professionals, the high-quality IT professionals have to learn more intensively, do things more creatively, think and make decisions more intellectually. What are important traits in IT high-professionalism?The “Future of CIO” Blog has reached 1.3 million page views with about #2900th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.
Follow us at: @Pearl_Zhu
"CIO Master" Book Tunning: XXXXXVII Three Elements in Running IT with digital Boldness
A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
Corporate IT plays a significant role in the digital transformation of the business. IT is shifting from a transaction-oriented support center to an innovation-driven change agent; from a reactive order-taker to a proactive strategy-co-creator. Here are three crucial elements to running digital IT in boldness.
Visionary IT leadership: IT leaders today are no longer just tactic technology managers, they are business leaders who can bring technological vision to the big table for providing valuable input in digital strategy. The digital CIO is not simply the leader of the enterprise's IT departments, but the senior leader who co-creates business strategy. They have acute sensing capabilities to generate insight and foresight - anticipate as well as react. In the industrial age, most CIOs come up through the ranks on the technical side and communicate differently than the other executives. In many ways, they speak a different language with the different way of thinking. The problem here is CIOs, for quite a long time not doing strategic management which includes "promoting and advocating IT." Digital is the age of outside-in and customer-centricity. It places the customer at the heart of the organizational thinking, provides a strong sense of purpose, and appropriate values to drive desired behaviors. It is expected that CIOs will look at business and management components of the enterprise and improve them with IT. The CIO should always come to strategy meeting well-prepared because IT strategy is key INPUT to business strategy. IT strategy is not a "to-do list," but an integral component of business strategy. Many CIOs also take responsibility to drive the digital strategy and orchestrating all business functions to contribute to great customer experience.
Innovation Management: Besides clear vision, it takes innovative leadership to reimagine IT and it takes a structural approach to running a bold IT organization and reinventing IT effectively. To run an innovative IT, it’s critical to listen, comprehend and understand the people and the business they are part of, before embarking on any new way of thinking to know where you have come from enables you to move to a new place even quicker. A bold IT organization more aggressively explores the new way to do things via leveraging the emergent digital trends. The appropriately configured innovation platform creates the scalable means for sharing and building ideas throughout the enterprise. As a result, innovation becomes a persistent, shared reality across functional boundaries and geographical territories. With the mantra to run IT shifting from “doing more with less,” to “doing more with innovation,” IT will also request their partners to do the same, put more effort on evaluating their innovation capability and optimal attitude. The first thing to do is to create a culture among all staff and business partners to be always looking for new and innovative ideas. IT leaders must guide them to articulate on how it has the potential to improve business efficiency and provide other business benefits.
Data- Information-Insight: At today’s digital dynamic, information is abundant and even explosive, businesses have become over-complex also hyper-connected, IT often plays as the information steward of the organization, the CIO should be a productive member and provide some active business insight and options. Without the insight and understanding from the visionary CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on technology and, competitive advantages that derive from the IT? An insightful CIO is good at the perception of technology trend, business solution or talent pipeline. CIOs can also provide valuable insight in the form of money saved, revenue from new unexplored business idea etc. With the knowledge of both business and IT, or through an outlier’s unique lens, an insightful CIO can mind the gap and dig through the new dimensions of the digital ecosystem.
Running IT in boldness means CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. IT leaders should inspire a culture of innovation and experimentation where everyone is encouraged to chip in with ideas and collaborate, to create new value for customers, running IT as an innovation engine with accelerated speed to enable business growth and optimize business processes continually. A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Corporate IT plays a significant role in the digital transformation of the business. IT is shifting from a transaction-oriented support center to an innovation-driven change agent; from a reactive order-taker to a proactive strategy-co-creator. Here are three crucial elements to running digital IT in boldness.
Visionary IT leadership: IT leaders today are no longer just tactic technology managers, they are business leaders who can bring technological vision to the big table for providing valuable input in digital strategy. The digital CIO is not simply the leader of the enterprise's IT departments, but the senior leader who co-creates business strategy. They have acute sensing capabilities to generate insight and foresight - anticipate as well as react. In the industrial age, most CIOs come up through the ranks on the technical side and communicate differently than the other executives. In many ways, they speak a different language with the different way of thinking. The problem here is CIOs, for quite a long time not doing strategic management which includes "promoting and advocating IT." Digital is the age of outside-in and customer-centricity. It places the customer at the heart of the organizational thinking, provides a strong sense of purpose, and appropriate values to drive desired behaviors. It is expected that CIOs will look at business and management components of the enterprise and improve them with IT. The CIO should always come to strategy meeting well-prepared because IT strategy is key INPUT to business strategy. IT strategy is not a "to-do list," but an integral component of business strategy. Many CIOs also take responsibility to drive the digital strategy and orchestrating all business functions to contribute to great customer experience.
Innovation Management: Besides clear vision, it takes innovative leadership to reimagine IT and it takes a structural approach to running a bold IT organization and reinventing IT effectively. To run an innovative IT, it’s critical to listen, comprehend and understand the people and the business they are part of, before embarking on any new way of thinking to know where you have come from enables you to move to a new place even quicker. A bold IT organization more aggressively explores the new way to do things via leveraging the emergent digital trends. The appropriately configured innovation platform creates the scalable means for sharing and building ideas throughout the enterprise. As a result, innovation becomes a persistent, shared reality across functional boundaries and geographical territories. With the mantra to run IT shifting from “doing more with less,” to “doing more with innovation,” IT will also request their partners to do the same, put more effort on evaluating their innovation capability and optimal attitude. The first thing to do is to create a culture among all staff and business partners to be always looking for new and innovative ideas. IT leaders must guide them to articulate on how it has the potential to improve business efficiency and provide other business benefits.
Data- Information-Insight: At today’s digital dynamic, information is abundant and even explosive, businesses have become over-complex also hyper-connected, IT often plays as the information steward of the organization, the CIO should be a productive member and provide some active business insight and options. Without the insight and understanding from the visionary CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on technology and, competitive advantages that derive from the IT? An insightful CIO is good at the perception of technology trend, business solution or talent pipeline. CIOs can also provide valuable insight in the form of money saved, revenue from new unexplored business idea etc. With the knowledge of both business and IT, or through an outlier’s unique lens, an insightful CIO can mind the gap and dig through the new dimensions of the digital ecosystem.
Running IT in boldness means CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. IT leaders should inspire a culture of innovation and experimentation where everyone is encouraged to chip in with ideas and collaborate, to create new value for customers, running IT as an innovation engine with accelerated speed to enable business growth and optimize business processes continually. A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
"CIO Master" Book Tunning: XXXXXVI Three Elements in Running IT with digital Boldness
A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
Corporate IT plays a significant role in the digital transformation of the business. IT is shifting from a transaction-oriented support center to an innovation-driven change agent; from a reactive order-taker to a proactive strategy-co-creator. Here are three crucial elements to running digital IT in boldness.
Visionary IT leadership: IT leaders today are no longer just tactic technology managers, they are business leaders who can bring technological vision to the big table for providing valuable input in digital strategy. The digital CIO is not simply the leader of the enterprise's IT departments, but the senior leader who co-creates business strategy. They have acute sensing capabilities to generate insight and foresight - anticipate as well as react. In the industrial age, most CIOs come up through the ranks on the technical side and communicate differently than the other executives. In many ways, they speak a different language with the different way of thinking. The problem here is CIOs, for quite a long time not doing strategic management which includes "promoting and advocating IT." Digital is the age of outside-in and customer-centricity. It places the customer at the heart of the organizational thinking, provides a strong sense of purpose, and appropriate values to drive desired behaviors. It is expected that CIOs will look at business and management components of the enterprise and improve them with IT. The CIO should always come to strategy meeting well-prepared because IT strategy is key INPUT to business strategy. IT strategy is not a "to-do list," but an integral component of business strategy. Many CIOs also take responsibility to drive the digital strategy and orchestrating all business functions to contribute to great customer experience.
Innovation Management: Besides clear vision, it takes innovative leadership to reimagine IT and it takes a structural approach to running a bold IT organization and reinventing IT effectively. To run an innovative IT, it’s critical to listen, comprehend and understand the people and the business they are part of, before embarking on any new way of thinking to know where you have come from enables you to move to a new place even quicker. A bold IT organization more aggressively explores the new way to do things via leveraging the emergent digital trends. The appropriately configured innovation platform creates the scalable means for sharing and building ideas throughout the enterprise. As a result, innovation becomes a persistent, shared reality across functional boundaries and geographical territories. With the mantra to run IT shifting from “doing more with less,” to “doing more with innovation,” IT will also request their partners to do the same, put more effort on evaluating their innovation capability and optimal attitude. The first thing to do is to create a culture among all staff and business partners to be always looking for new and innovative ideas. IT leaders must guide them to articulate on how it has the potential to improve business efficiency and provide other business benefits.
Data- Information-Insight: At today’s digital dynamic, information is abundant and even explosive, businesses have become over-complex also hyper-connected, IT often plays as the information steward of the organization, the CIO should be a productive member and provide some active business insight and options. Without the insight and understanding from the visionary CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on technology and, competitive advantages that derive from the IT? An insightful CIO is good at the perception of technology trend, business solution or talent pipeline. CIOs can also provide valuable insight in the form of money saved, revenue from new unexplored business idea etc. With the knowledge of both business and IT, or through an outlier’s unique lens, an insightful CIO can mind the gap and dig through the new dimensions of the digital ecosystem.
Running IT in boldness means CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. IT leaders should inspire a culture of innovation and experimentation where everyone is encouraged to chip in with ideas and collaborate, to create new value for customers, running IT as an innovation engine with accelerated speed to enable business growth and optimize business processes continually. A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
Follow us at: @Pearl_Zhu
Corporate IT plays a significant role in the digital transformation of the business. IT is shifting from a transaction-oriented support center to an innovation-driven change agent; from a reactive order-taker to a proactive strategy-co-creator. Here are three crucial elements to running digital IT in boldness.
Visionary IT leadership: IT leaders today are no longer just tactic technology managers, they are business leaders who can bring technological vision to the big table for providing valuable input in digital strategy. The digital CIO is not simply the leader of the enterprise's IT departments, but the senior leader who co-creates business strategy. They have acute sensing capabilities to generate insight and foresight - anticipate as well as react. In the industrial age, most CIOs come up through the ranks on the technical side and communicate differently than the other executives. In many ways, they speak a different language with the different way of thinking. The problem here is CIOs, for quite a long time not doing strategic management which includes "promoting and advocating IT." Digital is the age of outside-in and customer-centricity. It places the customer at the heart of the organizational thinking, provides a strong sense of purpose, and appropriate values to drive desired behaviors. It is expected that CIOs will look at business and management components of the enterprise and improve them with IT. The CIO should always come to strategy meeting well-prepared because IT strategy is key INPUT to business strategy. IT strategy is not a "to-do list," but an integral component of business strategy. Many CIOs also take responsibility to drive the digital strategy and orchestrating all business functions to contribute to great customer experience.
Innovation Management: Besides clear vision, it takes innovative leadership to reimagine IT and it takes a structural approach to running a bold IT organization and reinventing IT effectively. To run an innovative IT, it’s critical to listen, comprehend and understand the people and the business they are part of, before embarking on any new way of thinking to know where you have come from enables you to move to a new place even quicker. A bold IT organization more aggressively explores the new way to do things via leveraging the emergent digital trends. The appropriately configured innovation platform creates the scalable means for sharing and building ideas throughout the enterprise. As a result, innovation becomes a persistent, shared reality across functional boundaries and geographical territories. With the mantra to run IT shifting from “doing more with less,” to “doing more with innovation,” IT will also request their partners to do the same, put more effort on evaluating their innovation capability and optimal attitude. The first thing to do is to create a culture among all staff and business partners to be always looking for new and innovative ideas. IT leaders must guide them to articulate on how it has the potential to improve business efficiency and provide other business benefits.
Data- Information-Insight: At today’s digital dynamic, information is abundant and even explosive, businesses have become over-complex also hyper-connected, IT often plays as the information steward of the organization, the CIO should be a productive member and provide some active business insight and options. Without the insight and understanding from the visionary CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on technology and, competitive advantages that derive from the IT? An insightful CIO is good at the perception of technology trend, business solution or talent pipeline. CIOs can also provide valuable insight in the form of money saved, revenue from new unexplored business idea etc. With the knowledge of both business and IT, or through an outlier’s unique lens, an insightful CIO can mind the gap and dig through the new dimensions of the digital ecosystem.
Running IT in boldness means CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. IT leaders should inspire a culture of innovation and experimentation where everyone is encouraged to chip in with ideas and collaborate, to create new value for customers, running IT as an innovation engine with accelerated speed to enable business growth and optimize business processes continually. A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
Follow us at: @Pearl_Zhu
Three Elements in Running IT with digital Boldness
Corporate IT plays a significant role in the digital transformation of the business. IT is shifting from a transaction-oriented support center to a change agent; from a reactive order-taker to a proactive strategy-co-creator. Here are three crucial elements to running IT in boldness.
Visionary IT leadership: IT leaders today are no longer just tactic technology managers, they are business leaders who can bring technological vision to the big table for providing valuable input in digital strategy. The CIO is not simply the leader of the enterprise's IT departments, but the senior leader who co-creates business strategy. The have acute sensing capabilities to generate insight and foresight - anticipate as well as react. In the industrial age, most CIOs come up through the ranks on the technical side and think differently than the other executives, In many ways, they speak a different language with the different way of thinking. The problem here is CIOs, for quite a long time not doing strategic management which includes "selling." Digital is the age of outside-in and customer-centricity. It places the customer at the heart of the organizational thinking, provides a strong sense of purpose, and appropriate values to drive desired behaviors. It is expected that CIO will look at business and management components of the enterprise and improve them with IT. The CIO should always come to strategy meeting well-prepared because IT strategy is key INPUT to business strategy. IT Strategy is not a "to-do list," but an integral component of business strategy. Many CIOs also take responsibility to drive the digital strategy and orchestrating all business functions to contribute to great customer experience.
Innovation Management: Besides clear vision, it takes innovative leadership to reimagine IT and it takes a structural approach to running a bold IT organization and reinventing IT effectively. To run an innovative IT, it’s critical to listen, comprehend and understand the people and the business they are part of, before embarking on any new way of thinking to know where you have come from enables you to move to a new place even quicker. A bold IT organization more aggressively explores the new way to do things via leveraging the emergent digital trends. The appropriately configured innovation platform creates the scalable means for sharing and building ideas throughout the enterprise. As a result, innovation becomes a persistent, shared reality across functional boundaries and geographical territories. With the mantra to run IT shifting from “doing more with less,” to “doing more with innovation,” IT will also request their partners to do the same, put more effort on evaluating their innovation capability and optimal attitude. The first thing to do is to create a culture among all staff and business partners to be always looking for new and innovative ideas. IT leaders must guide them to articulate on how it has the potential to improve the efficiency or provide benefits.
Data- Information-Insight: At today’s digital dynamic, information is abundant and even explosive, businesses have become over-complex also hyper-connected, IT as the information steward, the CIO should be a productive member and provide some active business insight and options. Without the insight and understanding of the CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on technology and, competitive advantages that derive from the IT. An insightful CIO is good at the perception of technology trend, business solution or talent pipeline. CIOs can also provide valuable insight in the form of money saved, revenue from new unexplored business idea etc. With the knowledge of both business and IT, or through an outlier’s unique lens, an insightful CIO can mind the gap and dig through the new dimensions of digital ecosystem.
Running IT in boldness means CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. IT leaders should inspire a culture of innovation and experimentation where everyone is encouraged to chip in with ideas and collaborate, to create new value for customers, running IT as an innovation engine with accelerated speed to enable business growth and optimize business processes continually. A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.
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