Even after leading business transformation, the CIO’s work is never done. Transformation has to be continual, the living enterprise adapting to market conditions, new challenges, and new disruptions — whatever comes next.
This is no cakewalk. As Bill Gates once said, “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten.”
Jay Ferro, CIO of ERT used to plan ahead for three years, but now focuses down on a rolling 18-to-24-month plan. The key thing now, he argues, is “to be able to pivot, be adaptable, and not get too married to anything that you have planned.” Whether there’s an opportunity or something more disruptive, you’ve got to be nimble enough to take advantage or meet any challenges as rapidly and effectively as you can.
David McGrath of Clubs Australia believes in continual learning and research. For him, the CIO role gives you the responsibility to “be reading, looking into, and experiencing as much technology as you possibly can.” This, McGrath admits, is “almost a job in its own right,” but the CIO needs to know what’s coming down the line.
“If the pandemic and world crisis has taught us anything, it’s that we should look for the next big problem to solve. We should look for the next big problem to solve. Everyone agrees that Coronavirus has given a push to digitization, because people didn’t have a choice if they wanted to do the home office or not.” says Bernd Preuschoff of the Uvex Group. For Preuschoff, anticipating problems enables you to get in front of them, and change how they impact the business and the employees and customers involved.
Most of all, CIOs need to lead the business forward through technology, making the most of the new opportunities created by data, AI, and machine learning, while still supporting the workforce that plays the biggest role in the company’s success. “We really should be aspiring to lead the companies of the future,” says David McGrath. “And I’m sure, and I certainly hope, that there are going to be a few of us out there that really want to be leading companies going forward, and bringing a technical know-how and a storytelling ability, and a sound credibility to everything we do.”
Learn more about the CIO’s role within change and future-proofing their organization, and the top tips to building The Living Enterprise, by listening to podcast episodes seven and eight here.
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Building tomorrow’s living enterprise isn’t easy, but CIO.com, in association with Microsoft and Adobe, has assembled a range of articles and podcasts packed with guidance, advice, and support. Listen to find out more about the changing role of the CIO or how to set the boardroom agenda. Or read on to discover how to create a data-driven culture. There’s so much more to discover about The Living Enterprise, so get ready to take the next steps on your organization’s journey.
Alternatively, why not download Adobe’s CXM Playbook, which will help you create a customized plan to build a data-driven experience business, or in other words: your very own Living Enterprise.
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