By Umme Sutarwala - July 19, 2022 3 mins read
The rapid implementation of organizational-wide remote work methods and the acceleration of key digital business activities have largely been made possible by CIOs that have built resilient systems.
The demand for and attainment of a seat at the executive decision-making table is growing among CIOs. They anticipate using their technological know-how and operational experience to propel their businesses to success. A robust It infrastructure could be the best way they may do this. Interruptions to corporate operations are kept to a minimum, disaster recovery is completed swiftly, and data security is maintained.
Resilience and results are ingrained in the DNA of outcome-driven businesses. They create value and are long-term winners because of it. CIOs, though, mostly work with technology. What significant changes can they make to organizational culture?
The CIO and a business owner have traditionally led digital transformation initiatives, but due to the pace of technical improvements and shifting consumer expectations, it is now crucial that their goals are aligned. Keeping the IT and business teams apart would, at best, result in missed opportunities. The worst-case scenario is pandemonium. CIOs must constantly think about how to drive digital transformation together and ensure success is mutually quantified to avoid conflict, wasted investment, and conflicting business goals.
Recognize the challenges of digital transformation and the work needed to overcome them
Different firms will be affected differently by digital transformation. Companies cannot just “pave the cow path” and call it transformation; simply modernizing the processes or implementing new software into an existing procedure will not change the results.
When discussing transformation, companies frequently mention upcoming capabilities such as Machine Learning (ML), Robotic Process Automation (RPA), and legacy modernization. However, in order to achieve their full potential, businesses must make investments in both the technology itself and the processes through which it produces results. Those outcomes might be process efficiency or cost reductions. However, firms are not genuinely reforming if all they are doing is reaping organizational advantages.
Organizations should instead change their focus from ROI to producing customer-centric outcomes. Businesses truly shift when their consumers begin to gain from their investments in technology.
Build to transform, not scale
The COVID-19 pandemic, an abrupt shift in the workforce’s priorities: Businesses have learned that change is unpredictable and persistent throughout the past several years.
CIOs must ensure that their technology investments support transformation. After all, they would have to provide assistance for a fully remote workforce. CIOs may need to rapidly halt operations in a location beset by geopolitical strife or provide new capabilities that draw top talent.
Enterprises spend a lot of money moving to the cloud. The capacity to change with demands is one factor. Scale in technology, however, is no longer the main advantage of the cloud. Additionally, resilience is no longer assured by size.
Instead, CIOs should invest in Software as a Service (SaaS) and the cloud to facilitate quick transformation. Containerization, agile DevSecOps development approaches, and multi-cloud strategy should all be planned with elasticity in mind so that companies can achieve rapid wins or switch to new business models.
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
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