CIOs are at the forefront of digital transformation, and this isn’t going to change anytime soon. Although the word suggests otherwise, transformations are never static. Ultimately, digital transformation should result in a condition that allows for continuous development and change.
For good reason, today’s CIO is more involved in marketing functions than in the past. Where the CMO may have previously outsourced to an agency, the CIO is now more integral to external customer experiences, owing to digital technology’s ability to connect external and internal users. And, unlike previous internal initiatives, the CIO should be concerned about technology utilized by people over whom they have no control: end consumers.
CIOs should also address the emergence of new internal marketing requirements. They are frequently hired in to complete certain tasks, but they are swiftly called upon to address a variety of other issues inside their businesses.
CIOs can’t go it alone in this situation. To achieve a long-term digital transformation, they will need to engage and develop with a number of internal and external stakeholders.
With that in mind, here are three essential objectives that CIOs should put first on their to-do lists.
Look for good connective tissue
Despite the fact that departments within a business may communicate often, each has its own set of goals and objectives for a digital transformation. To put it another way, it can appear that they have no common ground on which to collaborate.
This is frequently due to the fact that several departments use separate platforms, each with its own “center of the universe.” As a result, the IT department has been split into many teams, each focusing on a different frontend or backend platform.
Where should a CIO search for connective tissue? Finding allies within the organization — people who can see the broader picture is a good place to start. If none are accessible right away, seek executives who are aware of market developments and have a passion for addressing them, as well as people who are digitally savvy and technologically adept.
Outside resources can also be beneficial because they are platform-agnostic (or should be!) and can therefore see the broad picture, assisting in the creation of a messaging platform that stresses common ground that the rest of the business can understand.
Instead of focusing on the platforms themselves, create a customer-centric architecture
Organizations all too often allow the platforms they use to dictate how they should view the world. Platforms, on the other hand, are built and optimized to deliver on the platform’s promises and KPIs, which may or may not align with the organization’s goals. To effectively empower the business, organizations seek a customer-centric architecture, not a platform-centric design.
To get the most out of this investment, businesses will need to think about it, develop a strategy, and comprehend the long-term goals of digital transformation. The good news is that it’s never too late to take a step back and rethink strategy. In fact, every time businesses pause to reassess and begin measuring objectives based on new information, the firm will profit.
Accept that value is more important than money
Traditionally, IT departments have been viewed as cost centers rather than resources that can help the firm and its customers gain substantial value. As more businesses rely on all of their teams and organizations to provide value, it’s critical to acknowledge that much of that value will be generated by the technology itself.
To put it another way, IT is critical to the organization’s overall adaptability and nimbleness. The goal of a digital transformation is to outperform the competitors and take control of the market. This will necessitate investments, but those investments will pay off handsomely for those that innovate.