Why CIOs Hold the Keys to Growth
Why CIOs Hold the Keys to Growth
Find out why CIOs hold the keys to growth and why they are so focussed on ''Transformation.''
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Chief Information Officers (CIOs) across many enterprises have long been battling a war between stability and change, but this war brings with it an opportunity for high growth in their IT organizations and across the business as a whole. Success hinges as much on self-awareness and a growth mindset as it does on technical acumen and the ability to deliver IT capabilities.
Why Are Today's CIOs so Focused on "Transformation"?
- Businesses rely more than ever on technology solutions. The pace of technology change and the increasing number of solution providers are disrupting the traditional way CIOs think about technology strategy. The "no-one gets fired for buying IBM" mentality is all but a distant memory, with smaller, fast-moving vendors shooting into leadership positions.
- Tech proficiency is expanding beyond IT, which poses a threat to the identity and inherent value of the CIO role. In the past, CIOs distinguished themselves by their 15 or 20 years of IT experience. Today, many business leaders are making technology investment decisions for their functions - and software companies are approaching these business functions directly. Of course, IT are often still required to enable others teams to implement these software products.
- While there has been significant investment and change in mindset around the CIO's and IT leadership's role, this has evolved. Today we are seeing an increasing sense of urgency about embedding IT services into the business, improving the experience of end customers, and driving real business value.
Some of the eagerness to break down the walls between IT and the business is motivated purely by the need to realize value quicker — in part a response to the pace at which technology and market conditions are changing. Ultimately, through the leadership of a growth-oriented CIO, it's important that the entire IT organization and the business overall be poised for change.
As organizations increase their reliance on cloud-based applications and explore ways to differentiate with emerging technologies, like blockchain or AI — it's unlikely they will have the skills and people to build all those capabilities internally. The CIO's office must make technology investments wisely; choosing to buy technology in areas where "off-the-shelf" products are available and building where they can differentiate with a bespoke solution.
In the book "Mindset," author Carol Dweck discusses the concept of a fixed versus growth mindset. People with fixed mindsets rely heavily on their knowledge to differentiate themselves. Their knowledge forms the basis for their identity. By contrast, people with a growth mindset are always curious and always looking for opportunities to build upon the knowledge they have today.
The pace of change, especially technology-driven change, provides CIOs with a tremendous opportunity to apply a growth mindset, to build on their experiences and expertise to grow as individuals and as high performing teams within their organizations. Of course, as CIOs deliver more value as change instigators and business co-creators, they will be required to operate at a higher level and more consistently than in the past.
This requirement means that now more than ever, new solutions to well-understood problems must be sought. Integration is the best example of this — where IT leaders have been tasked with delivering robust application integration for decades, but CIOs with a growth mindset will know that legacy integration technologies and vendors will no longer meet the demands of their business. They will seek a new approach.
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Published at DZone with permission of Ross Garrett , DZone MVB. See the original article here.
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