As organizations increasingly move toward digital transformation and adopt more complex infrastructure, it is upon the IT leaders to restructure their teams in order to meet the demand.
Every CIO wishes to increase organizational productivity. Unfortunately, few IT leaders are able to drive their teams to reach optimum productivity, or even recognize success once it has been accomplished.
A CIO with a variety of qualities, such as perseverance, insight, and innovation, is key to building a highly productive IT department. It also necessitates a team that is versatile and agile, capable of devising new approaches to both old and new challenges.
Here are four ways CIOs can restructure IT to boost productivity.
Update the IT operating model
IT leaders can begin by understanding how and where IT delivers value to the organization, then using that information to better understand the capabilities their department need to complete its goal, as well as how those capabilities combine and interact.
Then, based on how their organization needs to run, they can adjust operations. Traditional or product/service-centric teams, for example, are structured differently than agile teams. They should also update their performance metrics and align their governance with the new structure to ensure that it is effective.
The best approach to put this concept into action is to fully understand what the company is trying to accomplish — its value proposition — and what it delivers. And then utilize that knowledge to figure out what IT needs to look like in order to achieve those objectives; this will be a good starting point for reorganizing the IT department. It will also help in identifying any gaps or opportunities that may necessitate the addition of new IT capabilities.
By ensuring that IT is completely committed to supporting organizational needs and is aligned to the pace of the team and its ways of working, the updated operating model will pave the road for optimal productivity. Productivity that isn’t focused on achieving organizational goals is of limited value.
Opt for no-code
Adopting no-code development can help create a more agile IT department that is more efficient and responsive to changing business needs. Delivery teams can use no-code tooling to accelerate the adoption of integrated features that enable rapid prototyping, allowing them to create working software in only hours. This opens up the possibility of taking an idea from concept to prototype to deployable business functionality in a matter of hours, rather than days.
While traditional software engineers and citizen developers have similar base skills, no-code development does not require the in-depth technical expertise that a software engineer needs to use traditional development platforms. This enables a broader spectrum of employees in an organisation to contribute to the delivery of capabilities.
IT-Business alignment is crucial
CIOs should look at their company’s talent pool and form teams that reflect a diversity of skills, thoughts, and viewpoints. They can work with diverse business areas and learn what they need to succeed by aligning in this way.
The entire organization benefits from collaborative alignment, which makes it more efficient and agile. The key to a successful IT-business alignment is to keep the lines of communication open. The ability to have uncomfortable talks with stakeholders to ensure that they all achieve the business goals is critical to the success of the project and organization. This goal is accomplished by assembling a team with a varied range of perspectives.
Create a multifaceted IT department
Industry-focused employees are being increasingly hired by IT companies. Despite the fact that these individuals may not have a computer science background, they understand how IT affects the business and have industry knowledge.
A diversity of ideas is required to stay up with changing business trends and needs. Many organizations have adopted the practise of rotating rising leaders into business units so that they can gain a better understanding of the pressures that the company is facing. If business teams don’t buy into it, even the most beautifully designed technology solution will have no credibility.
From the top down, IT leaders must master the art of engaging their own organization, as well as business groups. The most effective CIOs have a thorough understanding of people, business, technology, and factors outside their control, such as societal, environmental and political trends.