Enterprise technology leaders are among the first in a long line of panicked conversations to decide how to react when disruption occurs. After all, CIOs guide their firms toward overnight remote or hybrid work, quickly obtaining hardware and software and assisting businesses in rethinking their business models.
It is challenging to strike a balance between preparing for the next catastrophe and thinking about resource allocation. With an emphasis on system resilience and operational flexibility, CIOs must have a strategy in place to uphold business continuity in the event of another wave of disruption, including natural catastrophes and anticipated COVID-19 surges.
Bringing systems up to speed now is a key component of the equation for preparation tomorrow. And that begins with consistently observing and assessing the current state of systems.
The study offers some intriguing discoveries on change management and the attitude of leaders. According to The 2020 Future of Leadership Global Executive Study and Research Report, only 12% of respondents think their leaders have the proper attitudes to adopt change management and guide the team ahead. In the digital economy, the main issue for leaders is to adopt a new way of thinking that is receptive to the concepts of change management.
CIOs must take action to assuage people’s fears, inform stakeholders frequently and early about the competitive benefits of their team’s efforts, and solicit feedback to gain support and satisfy people’s need for appreciation. Instead of seeing it as a one-time event for each project, change management must be woven into the very fabric of the company.
Also Read: Challenges of Demonstrating Cloud Success for CIOs
The pandemic made it clear that business security had to be strengthened. CIOs are dealing with both old and new problems brought on by deploying cutting-edge technologies.
IT leaders must assure security, controls, and the necessary resources when they increase the water level around breakthrough technologies to help disrupt their businesses. To that end, improving cybersecurity is a part of the CIO’s responsibility in improved disruption planning. IT executives must address new security problems as a result of more recent technology.
Because of the sectors that IT executives support, cybersecurity is a constant issue, and they take the initiative to concentrate on it.
The survey identified talent as one area that CIOs need to pay attention to. Since full-stack technology investment will precede human resources over the next two years, the poll clearly shows that despite the pandemic focusing on employee safety, human resources is still the CIO’s least crucial functional area. The emergence of new remote and hybrid office models raises the possibility of a gap in satisfying employee demands.
Aligning skill, leadership, and company strategy is essential. Since there is ambiguity at every step, IT leaders should always be ready to welcome disruption. Making sure that the business and talent strategies are closely aligned is crucial. This differentiator will significantly impact the ability to draw in, engage, develop, and keep talent.
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Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
