The New CIO Digital Mindset
New emerging models of IT

The role of the CIO to lead the tech enablement of our organizations is steadily eroding as strategic technology decisions are more rapidly being made elsewhere in the organization.

At the top of the organization, we have other C-level roles, including the CMO and the emerging chief digital officer (CDO), making IT investments and growing their budgets like never before. On the ground are lines of business that are buying/building their own solutions while departments and individuals steadily bring in new so-called renegade “shadow IT” apps and services to solve urgent business problems with emerging tech solutions.

Any informal sampling of the product market maps of tech sectors in the enterprise sector — this includes big data, marketing software, Internet of Things, artificial intelligence, conversational UXs, robotics, you name it — shows vast, non-linear proliferation and growth.

In short, the metabolism of our traditional IT processes is now too slow, too limited, and too rigid to meet today’s highly demanding, incredibly fast-paced operating environments. It’s clear that the next 10 years will change businesses more than the last 40 years. The writing is on the wall, as half of CEOs now say that their enterprise will have changed very substantially or become almost unrecognizable by 2020, noted a widely-read recent essay on the new IT mindset by Gartner’s Graham Waller.

In my research, these then seem to be the hallmarks of a new mindset the emerging among CIOs and IT leaders in leading organizations:

Is this a complete model of where IT is headed? Almost certainly not, but it provides a good glimpse of what it will require to a) successfully ride the rapidly moving treadmill of tech change, b) help organizations make the transition to better ways to more fully digitize, c) play to the strengths of the digital universe to growth and retain share of market, and d) avoid disruption in the process.

And the first one now
Will later be last
For the times they are a-changin’

I frequently participate in discussions about which department in a corporation is most likely to lead drone implementation. Many people I speak with contend that because of the data issues, the impetus for adoption will come from IT.
I have never bought that argument, mostly because IT is a staff function that is generally too far removed from the field where drone technology has the potential to transform operations by saving time, money and perhaps lives.
IT’s inability to move fast enough to meet emerging opportunities and address narrow tactical needs is exactly what this article explores. While the graphic reads in places like a New Years resolution, it does offer some insights into how traditional IT managers will have to change – and suggests how the most progressive ones
already have.
The real point of sharing this article is that it suggests how complex enterprise adoption will be. The increasing autonomy makes it challenging to identify the prospect – or the appropriate internal sponsor. But it is important to keep in mind that if there is one thing that IT has always been good at, it is being a gatekeeper.




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