Thirty-plus years is a long time to be stuck on something. Is it time we move on?
Digital transformation isn't new. Indeed, it has been on the CIO's agenda for at least 35 years.
I assisted in designing and stage-managing my first symposium on digital transformation in 1987. The keynote speakers were the CEO at the emerging technology supplier and the Chairman/CEO at one of the world's largest and most technologically sophisticated financial institutions.
From career advice to artificial intelligence and everything in between, these HBR articles cover the critical topics IT leaders care about most
Each month, through our partnership with Harvard Business Review, we refresh our resource library with five new HBR articles we believe CIOs and IT leaders will value highly. Check out the curated pieces below, available to readers through the end of the month.
- The 4 Pillars of Successful Digital Transformations
- Can AI Teach Us How to Become More Emotionally Intelligent?
- Lessons from Hollywood's Digital Transformation
- How to Succeed Quickly in a New Role
- Yes, You Can Quit Your Job Without Burning a Bridge
Read on for details
Workforce issues loom large, while sustainability becomes a mainstream concern.
People, purpose, prices and productivity emerged in a recent Gartner survey as key issues for the C-suite in 2022, and looking to 2023, reflecting a radical shift in priorities not seen in 15 years but likely to represent enduring change in the mindset of CEOs.
In 2022, the Gartner CEO and Senior Business Executive Survey showed that, catalyzed by multiple macro trends and economic factors, business leaders are reprioritizing some key areas of enterprise purpose and management focus.
The Gartner survey polled more than 400 senior business leaders about their 2022-23 priorities and technology-related thinking. (Participants span industries outside the tech sector and commercial, revenue-pursuing organizations.)
Nick Westall, CTO of CSI, discusses why being a responsible CTO when it comes to sustainability isn't just about moving to the cloud
IT departments are being asked by their boards to demonstrate improved sustainability. Often, they attribute their move to the cloud as a way of showing commitment to the reduction of their carbon footprint and the green agenda. While it's a good example of carbon offset, is it just a way to pass the buck to the cloud provider rather than look in more depth about being a responsible user of IT? How much real consideration goes into calculating and demonstrating responsible computing in business today?
As CIOs consider new technologies to help reach business sustainability goals, investors also want to see the right governance in place when it comes to climate risk management.
A growing push behind business sustainability means business leaders will be tasked with assessing and outlining plans to reduce a company's carbon footprint -- and they'll need to be careful about what new technologies are adopted to help accomplish those tasks.
Though there are a number of emerging technologies that can help a business measure, keep track of and report on carbon emissions, experts like Forrester Research analyst Abhijit Sunil warn that same technology could also worsen a company's carbon footprint if it's not used properly.
To achieve continuous transformation, chief information officers must shift the focus of their teams away from working in silos. Here's how to do it.
The success of a transformation program relies heavily on the leadership at the helm of the undertaking.
CIOs play a more crucial role here than ever before. As transformation leaders, they often push and educate the entire leadership team on the most critical, technical, and often the costliest choices to guide the organization's future.
Our book Beyond Digital uncovers how great leaders transform their organizations and shape the future, while undergoing the pressures of constant change. It is based on interviews from executives at some of the largest organizations in the world, like Microsoft and Hitachi.
Security and efficiency directives are fueling a shift in IT spending toward foundational business requirements to position organizations for uncertain future.
Ceridian SVP and CIO Carrie Rasmussen got a 7% bump in her IT budget for 2022, with her company's growth, its ongoing digitalization drive, and security mindfulness driving the boost.
More specifically, Rasmussen is boosting her spend on cybersecurity to help manage risk, a key element for enabling Ceridian's planned global expansion.
Some of the extra funds are paying for work to consolidate applications and services, a move Rasmussen classifies as an efficiency play 'that will free up money to reinvest.'
Stewart Douglas tells of his sudden, unplanned move from process controls engineer to IT leader, and other critical career moments on his journey to becoming a CIO.
Stewart Douglas: I completed a 'double-E' degree (electrical and electronic engineering) in the UK and then started my career as a process controls engineer.
My first job was in an electric cable manufacturing business, a division of BICC plc, implementing automated process control systems in manufacturing. At that time, they were trying to implement an automated warehousing system that was going to integrate with their commercial applications.
Well, this project was massively late, substantially over budget, and it didn't work. And for some reason that is still a little bit unclear, I was drafted to assist in the project. I was just one year out of college. A year later the IT leader at the site left on a medical leave and suddenly I was promoted to leader of IT for this manufacturing business. So there you have it, my unsophisticated and unplanned transition from engineering to IT.
When it comes time to tap outside expertise, IT leaders too often fail to know what to ask for, who to select, or what to do with the advice they pay for.
There comes a time in the professional life of most CIOs when they - you - need to bring in a consultant.
Not a contractor. That's someone with a defined set of skills you bring in to help with day-to-day tasks.
We're talking about someone with broad expertise and experience-based judgment you pay for good advice. Having spent time on both sides of the CIO/consultant relationship I can say, with confidence, that a lot of CIOs don't know how to best work with us.
While remote technologies have allowed businesses to shift their workforces online, this flexibility has created a swathe of challenges for IT teams who must provide a robust security framework for their organization - encompassing all the personnel and devices within their remit.
In addition to the ever-increasing number of personal devices, corporate devices and programs, more and more applications are moving to the cloud as workloads become increasingly distributed across public clouds and software-as-a-service (SaaS).
This means IT teams are even harder pressed to secure and manage the complex environments they operate in. The unsanctioned use of corporate IT systems, devices, and software - known as shadow IT - has increased significantly during the shift to remote work, and recent research found almost one in seven (68%) are concerned about information security because of employees following shadow IT practices.
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