The New IT Manifesto: 10 Steps For Transformative CIOs
In this week's Global CIO column, I've proposed 10 steps CIOs should take in transforming their organizations in anticipation of inevitable post-recession requirements from CEOs for IT to take an even greater role in driving revenue, increasing customer loyalty, and boosting profits. Maybe these 10 steps will help you frame out your own "New IT Manifesto."
In this week's Global CIO column, I've proposed 10 steps CIOs should take in transforming their organizations in anticipation of inevitable post-recession requirements from CEOs for IT to take an even greater role in driving revenue, increasing customer loyalty, and boosting profits. Maybe these 10 steps will help you frame out your own "New IT Manifesto."Below is my list of 10 broad ideas on the types of substantive moves that CIOs should consider as part of their plans to demonstrate to everyone in their companies that their IT organizations are putting real skin in the game - several layers, in fact - to drive business value in the more-demanding environments every company will be facing over the next 18 months or so.
And the point isn't so much whether these are exactly the right 10 issues to focus upon or not - rather, the idea is to make some aggressive commitments about what the New IT Mission is all about, and about the types of commitments the New IT Organization is willing to make. Because, as the column discusses in detail, anyone who thinks that CEOs aren't going to start demanding a whole lot more from IT teams will very likely be pursuing new career opportunities in the very near future.
So here's my list - please let me know what you think
1) Change your teams name from the functional but frumpy "IT Dept." to "Business Technology and Customer Innovation Center" to reflect your new focus in a leaner marketplace
2) Commit to lowering the 80/20 IT-budget ratio this year to 70/30 and next year to 60/40 so that your new team can be a better partner in driving innovation by freeing up desperately needed funds.
3) Tell the company how your performance as CIO is measured, and include a comment from the CEO outlining his specific expectations for you and your team in the coming year.
4) Describe in detail how your team and its performance will be measured and perhaps rewarded: revenue growth, profits, 80/20 reduction, customer engagements, accelerating product development, market share, etc.
5) Outline how you and your team will work with LOBs and operating groups: what commitments you have made to them, and how those commitments will be measured.
6) Overhaul the titles in your organization: Isn't it about time to replace inscrutable jargon like "Senior IT Specialist Class 2" with real-world titles like "Claims-Processing Optimization Leader"?
7) Assign BT leaders to work with sales leaders to establish tech-savvy sponsors for key clients.
8) Create a simple and clear online dashboard, open to everyone in the company, that tracks project status, priorities, progress versus metrics, and all other tangible commitments your team has made.
9) Set up a skills-enhancement program that allows high-potential members of your team and other teams around the company to rotate through various departments to better understand the company's core end-to-end processes.
10) Establish the Web 3.0 Innovation lab for exploring ways that dynamic new consumer technologies can drive business value.
Send in your lists and I'll feature them prominently here in Global CIO.
The Business of Going DigitalDigital business isn't about changing code; it's about changing what legacy sales, distribution, customer service, and product groups do in the new digital age. It's about bringing big data analytics, mobile, social, marketing automation, cloud computing, and the app economy together to launch new products and services. We're seeing new titles in this digital revolution, new responsibilities, new business models, and major shifts in technology spending.
InformationWeek Tech Digest, Nov. 10, 2014Just 30% of respondents to our new survey say their companies are very or extremely effective at identifying critical data and analyzing it to make decisions, down from 42% in 2013. What gives?