APP TITLE Flipbook HTML PDF

Transformer

Issue 14 2017

Futureproof yourself

The CIO Council was formed to provide a forum for CIOs to come together, listen to, learn from and engage with interesting and insightful speakers discussing cutting-edge relevant issues. The council’s objective is to act as a body that provides CIOs with a place to professionally grow and participate in active dialogue.

show more

While we often focus on the technical or function-related issues affecting the CIO’s areas of focus, such as digital transformation, cyber security, data governance or advanced automation, we don’t spend as much time looking at the formalisation and future of the CIO profession. For our November 2017 meeting, and this issue of Transformer, we’re focusing on the CIO’s role and how to go about futureproofing it, and yourself.

In a time characterised by digital disruption, much is changing. To futureproof yourself, the CIO role needs to be better understood. For that to happen it needs a more solid foundation within the organisation today. The CIO is faced with a dichotomy of managing legacy systems, while also empowering a new world of digitally-driven innovation. What is the mandate of today’s CIO? When the organisation doesn’t have a clear handle on the CIO’s role and responsibilities, how does it measure the CIO’s performance? This becomes especially difficult when the remit of the CIO and the world in which they operate are constantly evolving.

How is the CIO position changing as newer digital leadership roles evolve? Does the role have a defined future? And, what are the personal opportunities for growth and career development?

In this issue of Transformer we look at all of these questions. We also examine other important issues that the CIO has to contend with, such as managing the enterprise application landscape, and how change management can help the staff and organisation deal with digital transformation.

In a period that’s being marked by digital disruption, skills also become a key issue. Whether that’s the CIO’s own skills, evolved through formal training and education or self-developed on the job, or the challenges around upskilling employees as part of a talent management programme to help build the IT function’s capabilities.

As we travel along the digital transformation journey, we’ll see evolution in technologies, sectors, markets and organisations. As the person at the forefront of that within the organisation the CIO will obviously need to evolve their role and themself. More technology-focused leaders will start appearing in the business.

To preserve the CIO role you’ll need to work with these new leaders and together guide the business through the digital waters that will grow increasingly choppy.

Now, is probably the best time ever to be a CIO, with so much opportunity to lead technology as a whole or diversify to specialise in one of the fast-evolving technologies or even step to another chair at the Exco table.

When it comes to your CIO responsibilities guiding the organisation through the changes, there’s much to think about. But, while dealing with that, don’t forget to think about yourself and your own future.

I hope you find the content in this edition thought-provoking and useful.

Enjoy the read.



Ulrike Weitz
Editor
uweitz@microsoft.com


Ulrike Weitz
Editor

Transformer

Issue 13 2017

Transformer

Issue 12 2017

Transformer

Issue 11 2017

Transformer

Issue 10 2016

Transformer

Issue 09 2016

Transformer

Issue 08 2016

Transformer

Issue 07 2016

Transformer

Issue 06 2016

Transformer

Issue 05 2015

Transformer

Issue 04 2015

Transformer

Issue 03 2015

Transformer

Issue 02 2014

Transformer

Issue 01 2014