All eyes on the CIO at the helm of digital transformation
Posted: Wed Jan 22, 2025 5:28 am
In this article, we analyze how IT leaders face the task of being protagonists of digital transformation.
Driving and leading digital change can be very exciting, but it also comes with challenges. In this article, we analyze how IT leaders face the task of being protagonists of the transition.
How would you feel if your area of expertise suddenly became the main responsible for an unprecedented paradigm shift? Sounds challenging, right? This is what has been happening in practice since the beginning of the pandemic with IT areas. All eyes have turned to them because the IT sector is expected to lead the technological change needed to streamline operations that can no longer continue to function in the way they did until recently.
We know that global IT leaders have reported increased zalo database to respond to business changes brought on by Covid-19. But it is also true that with this “trust” placed in the sector comes a great deal of additional pressure to demonstrate ROI.
47 % of CIOs say the pandemic has permanently accelerated digital transformation and adoption of emerging technologies.
Source: KPMG CIO
The challenge of being the most popular but not the most loved
Being in charge of an institutional change process can put many expectations on you, but also the misgivings and reluctance of all the staff. People “fear” change, because it tests our capacity for resilience and adaptation. Therefore, although there are no foolproof recipes, there are success stories that help us detect successes that do work.
IT leaders who have successfully navigated a change or digital migration process explain that training helps, but much more is needed to fully involve people in the dynamics of operating new systems.
Sometimes the profile and technical training of IT specialists do not take into account the complications that end users will have when using new technology. And we know that change in our work environment is not something that is openly accepted because it implies an effort to adapt.
When systems change and the company becomes more digital, processes, cultural habits and the entire way of doing things change. Therefore, leading digitalisation implies, of course, creating a new way of collecting data and putting it at the service of the company, but also redefining the behaviour of all human capital: because if we do not all focus on this work together, the final results will not be as expected.
Sometimes IT departments strive to create the best customer experience, but forget about the perception and feelings of the internal customer. This is fundamental and even a priority.
Detecting internal problems, identifying the most difficult situations at any given time, helping people break down traditional barriers to getting things done: all of this is part of digital transformation and a data-driven organizational culture.
There are likely to be roles that disappear and new ones that will be needed: the new CIOs must also anticipate and organize the responses and proposals that will be made in each case. Anticipating internal crises is part of the task of getting on board with digital transformation.
70% of digital transformation efforts fail to achieve their objectives
Source: Harvard Business Review
Digital transformation is not an easy path. That is why we know the starting point but not the destination. To get as close as possible to what they are looking for, the new CIOs must implement clear strategies with a focus on people. Some recommendations based on experience are:
Excite: Show the aspirational end result that the change will lead to.
Provide executive leadership: Focus from the start on maintaining a fluid dialogue with users to understand their problems.
Driving and leading digital change can be very exciting, but it also comes with challenges. In this article, we analyze how IT leaders face the task of being protagonists of the transition.
How would you feel if your area of expertise suddenly became the main responsible for an unprecedented paradigm shift? Sounds challenging, right? This is what has been happening in practice since the beginning of the pandemic with IT areas. All eyes have turned to them because the IT sector is expected to lead the technological change needed to streamline operations that can no longer continue to function in the way they did until recently.
We know that global IT leaders have reported increased zalo database to respond to business changes brought on by Covid-19. But it is also true that with this “trust” placed in the sector comes a great deal of additional pressure to demonstrate ROI.
47 % of CIOs say the pandemic has permanently accelerated digital transformation and adoption of emerging technologies.
Source: KPMG CIO
The challenge of being the most popular but not the most loved
Being in charge of an institutional change process can put many expectations on you, but also the misgivings and reluctance of all the staff. People “fear” change, because it tests our capacity for resilience and adaptation. Therefore, although there are no foolproof recipes, there are success stories that help us detect successes that do work.
IT leaders who have successfully navigated a change or digital migration process explain that training helps, but much more is needed to fully involve people in the dynamics of operating new systems.
Sometimes the profile and technical training of IT specialists do not take into account the complications that end users will have when using new technology. And we know that change in our work environment is not something that is openly accepted because it implies an effort to adapt.
When systems change and the company becomes more digital, processes, cultural habits and the entire way of doing things change. Therefore, leading digitalisation implies, of course, creating a new way of collecting data and putting it at the service of the company, but also redefining the behaviour of all human capital: because if we do not all focus on this work together, the final results will not be as expected.
Sometimes IT departments strive to create the best customer experience, but forget about the perception and feelings of the internal customer. This is fundamental and even a priority.
Detecting internal problems, identifying the most difficult situations at any given time, helping people break down traditional barriers to getting things done: all of this is part of digital transformation and a data-driven organizational culture.
There are likely to be roles that disappear and new ones that will be needed: the new CIOs must also anticipate and organize the responses and proposals that will be made in each case. Anticipating internal crises is part of the task of getting on board with digital transformation.
70% of digital transformation efforts fail to achieve their objectives
Source: Harvard Business Review
Digital transformation is not an easy path. That is why we know the starting point but not the destination. To get as close as possible to what they are looking for, the new CIOs must implement clear strategies with a focus on people. Some recommendations based on experience are:
Excite: Show the aspirational end result that the change will lead to.
Provide executive leadership: Focus from the start on maintaining a fluid dialogue with users to understand their problems.