CEOs are turning to CIOs to lead digital business efforts, but success depends on your ability to inspire, empower, and engage other business leaders. These are the conversations you need to be having
"Digital business efforts have accelerated in the face of COVID-19, with leading enterprises and government agencies quickly implementing digital capabilities to support remote and virtual engagement. Now, they have turned their attention to widespread optimization and revenue generation opportunities. CIOs, along with other members of the executive team, are on the implementation front lines. Given their technical expertise, the expectation falls to the CIO to influence, educate, and drive digital transformation..."
The CIO's place as a cross-functional business leader has crystallized during the COVID-19 pandemic. Here are some other ways the role is evolving, according to CIOs
"If it was not entirely evident before a global pandemic swept the world, leaving us with little but digital interfaces to connect us, then it is crystal clear now: There is no meaningful line between business and technology. Post-COVID-19, there is no going back. The crisis has crystallized the significant shift in the CIO role that was already underway from technology leader to cross-functional business leader..."
"I don't think it has changed the direction in which we've been heading. I think that our more progressive CIOs had already shifted in this way," says IT management consultant and executive coach Bob Kantor. "What I do think the pandemic has done is clarified this reality and incented more CIOs to get on board with being business leaders, and not just technology leaders."
Rather than just reacting to security issues in the COVID-19 era, CISOs are now in a position to be change agents alongside their C-suite peers
"When the COVID-19 pandemic began, every CISO across every industry scrambled to get their teams up and running. When we left our physical office space, we left our traditional security strategy behind with it. The theme of remote security has stayed top of mind since March: Cybersecurity experts correctly predicted that cybercrime in a virtual workforce would be a central topic at the recent Black Hat conference, and CISOs have had to rethink 2020 strategy with remote work leading the way..."
As some organizations look to transform faster than anticipated, putting critical tech roles in place will be the key to a smooth, successful journey
"We're still seeing the ripple effects of the first wave of the coronavirus outbreak earlier this year. It's still disrupting the way we work, learn, communicate, make purchases and more. We're relying more heavily on technology than ever before.
Prior to the pandemic, many businesses were already putting digital transformation in motion -- a process that can take years to complete. Traditionally, digital transformation occurs in stages, but COVID-19 forced some businesses to completely digitalize nearly overnight..."
IT has always had an outsized influence on which technologies are adopted by organizations large and small. Now cloud giants are rolling up customers into big suites that are easy to manage just as the obstacles that prevented best-of-breed drop away
"It's an issue that IT has been challenged on countless times over the years: Shouldn't a given application or IT solution be picked primarily on the basis of the best business fit? It's the perennial pushback to a department that has to actually make tech solutions do what they claimed they'd do over the long haul, while also keeping said systems operational and secure, fitting them into a rapidly expanding enterprise architecture, and supporting their users..."
When the coronavirus pandemic caused The Open to be cancelled, The R&A's tech team took the UK's flagship golf tournament online
"When your business involves governing how people around the globe participate in a world-famous golf championship like The Open, the coronavirus pandemic presents a significant challenge.
Steve Otto, chief technology officer (CTO) at The R&A, which is golf's governing body as well as the organiser of The Open, knew he and his senior colleagues had to find a way to try to keep golf fans entertained during lockdown when this year's tournament was cancelled.
The answer was to use a combination of data and video to create a virtual replacement for The Open that included golfing greats from the past 50 years..."
Pieter Brinkman, senior director technical marketing at Sitecore, explores how to ensure CIO and CMO alignment when making technology investment decisions
"Technology investment decisions have become increasingly business-critical over time, with the wrong platform decision capable of negatively impacting the company's ROI, in addition to unleashing major headaches for IT and marketing teams. Today, there are more channels than ever before, introducing new business challenges that can be solved with new technology innovations..."
The felony charges levied against former Uber CSO paints him as actively masterminding and executing a plan to cover up a major data breach. This serves as a reminder that CSOs and CISOs must consider how decisions made in the moment can be interpreted, construed, or proven to be criminal after the fact
"The obstruction of justice and misprision of a felony charges levied against Joseph Sullivan, former Uber chief security officer (CSO), sent shock waves through the cybersecurity community. CSO and chief information security officers (CISOs) rightfully wondered what these charges mean in terms of their own culpability for decisions made on the job.
CSOs and CISOs handle sensitive data, make difficult decisions, and consider their responsibility to the company and its shareholders when making those decisions. Legal, regulatory, and privacy issues also feature heavily in these decisions..."
Key to this new definition is the principle that security programs are designed to minimize business risk, not to achieve 100% no-risk
"A recent study from the Enterprise Strategy Group found that the average CISO tenure is two to four years. It would seem there are a wide variety of contributing factors regarding why many security professionals last less than 1,000 days in the role, among them the fact that the role and expectations are different from company to company. Many organizations face an ever-evolving security and risk strategy, which can change key competencies required for success. Over more than a decade in the security industry, I found this gray area leads to a lot of ambiguity around what success in the CISO role looks like and often causes misunderstandings, false expectations, and burnout due to not just security challenges but a lack of organizational clarity and expectations as well..."
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