Have we made a bad habit of organizing things too much in business? Obviously, budgets, reporting structures, policies all must have some semblance of organization but what about leadership?
"How are we 'organizing' leadership responsibilities? I recently had an opportunity to speak at a DisruptHR event and, as you might imagine, the conversations focused on how we can alter our perception and action to match the current state of business. Those conversations really got me to thinking - are we trying to compartmentalize responsibilities into certain departments or hands of people when really, we should be working on these things together..."
If you think technology leaders' jobs have changed a lot over the past few years, just wait. Here are five new roles all CIOs must take on in the years ahead
"It's more than an understatement to say the role of technology leaders has changed over the past few years.
The widespread adoption of cloud computing and process automation has reduced the demands for IT departments to keep the lights on. Large-scale capital expenditures on infrastructure are being replaced by increased operating expenses on services. Meanwhile, the pressure to take an active leadership role in the business's digital transformation is greater than ever..."
The days of holding onto legacy IT systems are over.
"The Trump administration's executive order on IT transformation has made data center and network modernization an issue of 'how' and 'when,' not 'if.' Despite that mandate, federal agencies often struggle to transition from legacy facilities and mindsets. Why? Three myths tend to be at the root of government IT intransigence..."
Let's talk about the power of a well-placed question - and other underrated skills for leaders doing digital transformation work
"In 2006 I got my first job in IT, running a support team and a software testing team. I didn't have a technology background: In fact, I changed majors from computer science to math after just one semester of college. I remember that I would sit in team meetings and nod along as projects were described and software development plans were made. And then, immediately following, I would grab a trusted friend, head to a private office, and get them to explain it all to me. People who advanced in IT in 2006 were those who understood all about the bits and bytes, network speed and databases, storage arrays and HTML - all the things that were foreign to me..."
CIO John Rathje explains how he's tackling shadow IT challenges in the recruiting admissions process at Kent State by deploying a data integration tier that supports data movement
"When Kent State University ran into problems with its recruiting admissions process, Vice President for IT and CIO John Rathje decided to investigate how improving its IT infrastructure could help address the bottlenecks. As it turned out, the various teams involved in the admission process had gradually adopted about 60 different shadow apps..."
Shadow IT: you've probably heard of it. Also known as Stealth IT, this refers to information technology (IT) systems built and used within organizations without explicit organizational approval or deployed by departments other than the IT department
A recent survey of IT decision makers ranked shadow IT as the lowest priority concern for 2019 out of seven possible options. Are these folks right not to worry? In the age of public cloud, how much of a problem is shadow IT?
What is Shadow IT?
So-called shadow IT includes any system employees are using for work that is not explicitly approved by the IT department. These unapproved systems are common, and chances are you're using some yourself. One survey found that 86% of cloud applications used by enterprises are not explicitly approved.
CIOs driving digital transformation are operating from a different playbook than in the past, including more focus on customers, business strategy, and oversight of new revenue and functional areas
"In the lead up to Synchrony Financial being spun out from parent company GE and launching an initial public offering (IPO), Carol Juel was front and center explaining the newly independent company's business strategy and innovation plans. Juel was even known to cart giant poster boards from meeting-to-meeting to help customers, partners, and internal employees fully grasp the new firm's digital mission..."
With information technology driving unprecedented transformative change in the automobile industry, Nissan Motor Co., Ltd. CIO Anthony (Tony) Thomas has set a lofty goal for his company
"With information technology driving unprecedented transformative change in the automobile industry, Nissan Motor Co., Ltd. CIO Anthony (Tony) Thomas has set a lofty goal for his company.
'Our ambition is to make Nissan one of the most admired digital automotive companies in the world,' he says. 'We need to start driving broader digital outcomes at every level..."
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