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CIOs face major transformationHow it was
The 60s saw the introduction of batch data processing - simple business models and applications. In the 70s, online data processing changed the way business functioned. IT mastered database and systems management, developed reliable applications, and ensured uptime. In the 80s, distributed IT emerged, with departmental IT and PCs. We implemented systems management, architecture standards, office applications, end-user and departmental support. In the 90s, we saw extended enterprise IT systems, with common processes managed on a global basis, and addressed outsourcing, off shoring, Ebusiness, web applications, and knowledge management. It was top down, enterprise-wide, serving all employees and customers in the same way.
What’s changed?
The next IT discontinuity. Expectations of a customer-friendly environment, handling unstructured information and content, as easy to use as your iPod - in a mobile world. We believe we’ve better IT at home than in the office.
Rising to the challenge
IT has become part of the brand and doing what we’ve always done, or throwing money at it, as with ERP and CRM, won’t work. We’ll need to deliver the interoperable and seamless performance of technologies and over 65 IT management aspects will require major re-alignment.
CIOs are realising that a broad, multi-year transformation is the answer. They are rethinking the IT value chain; putting long-range back into planning; prototyping and enhancing the user experience; changing business models to encompass culture, behaviour, incentives, and user skills. Not assuming business and customers know what the requirements are, or will be.
Change as you go
Enterprise architecture, asset management, and sourcing will go to another level, with no neat little projects. CIOs must sort priorities, base transformation on projects, measure momentum and introduce changes to business as they go.
IT era discontinuities are not good for IT executives, providers and vendors, unless they have proactive programs to adjust. The place to start is assemble the team, assess the spectrum of issues to be faced, establish priorities, develop a roadmap, then track transformational progress and adjust based on learning and changing situations.
This viewpoint is based on an interview with Bruce J. Rogow. who works predominantly in the US. His practice and the work he does with Differentis is based on his IT Odyssey of over 120 visits per year with CEOs, CIOs and IT leaders. Bruce has been a Fellow of Differentis for five years.