{"id":3113,"date":"2021-06-18T11:22:22","date_gmt":"2021-06-18T09:22:22","guid":{"rendered":"https:\/\/mapit.co.za\/?p=3113"},"modified":"2021-06-18T11:22:50","modified_gmt":"2021-06-18T09:22:50","slug":"the-digital-cio-elevating-leaderships-appreciation-of-digital-possibilities","status":"publish","type":"post","link":"https:\/\/gcz.co.za\/projects\/MapIt\/the-digital-cio-elevating-leaderships-appreciation-of-digital-possibilities\/","title":{"rendered":"The Digital CIO : Elevating leadership\u2019s appreciation of digital possibilities"},"content":{"rendered":"\n
\"Digital
Digital CIO<\/figcaption><\/figure>\n\n\n\n

Practical suggestions on gaining and maintaining executive sponsorship for your digital journey<\/em><\/p>\n\n\n\n

In my previous article (It is Now time for the Digital CIO\u00a0<\/a>), I made several key assertions. Firstly, I maintained that the uptake of the Chief Digital Officer (CDO) role has been muted and that it remains the CIO that \u201ccarry\u2019s the can\u201d for realizing the promise of digital in most organisations around the world. I therefore presented (and remain committed to) the view that\u00a0all<\/em>\u00a0CIO\u2019s must plan and make the transition to being Digital CIO\u2019s. The reality remains that building a\u00a0digital strategy in isolation is futile<\/em>\u2014 we now only have\u00a0strategy in a digital world<\/em>.<\/p>\n\n\n\n

\"\"
Digital CIO- Earning the Right to Disrupt (Digital CIO Playbook 2018)<\/em><\/figcaption><\/figure><\/div>\n\n\n\n

I introduced the perspective that the Digital CIO must earn the Right to Disrupt<\/em> by ensuring that the IT organisation provides high levels of Operational Reliability i.e. the basics work well and at the best possible price point.<\/p>\n\n\n\n

Similarly, business needs to experience the IT organisation as place of execution \u2014 not excuses. This Service Excellence combined with Operational Reliability present the Digital CIO with the Right to Disrupt.<\/p>\n\n\n\n

The Digital CIO\u2019s eco-system was introduced with the view that once this Right-to-Disrupt is bestowed up on the Digital CIO, it can best be maintained by building and managing this active eco-system of Partners, People and Promoters.<\/p>\n\n\n\n

\"\"
Digital CIO \u2014 Actively managing personal priorities within the eco-system (Digital CIO Playbook 2018)<\/figcaption><\/figure><\/div>\n\n\n\n

Promoters probably being the most critical as these would typically be constituted by the highest ranking leaders in the business.<\/p>\n\n\n\n

More recently, a research report published by MIT Sloan Management Review and Deloitte Digital provided some key insights into both the People and Promoter dimensions of the Digital CIO.<\/p>\n\n\n\n

Two key extracts from this report:<\/strong><\/p>\n\n\n\n

\u00b7 55% of digitally maturing <\/em>companies report a need for new leaders to drive digital transformation success (MIT Sloan Management Review \/ Deloitte Digital 2018)<\/p>\n\n\n\n

\u00b7 90% of executives<\/em>, managers and analysts said they need to update their skills at least yearly to work effectively in a digital world (MIT Sloan Management Review \/ Deloitte Digital 2018)<\/p>\n\n\n\n

For many years, we have read of the critical importance of leadership alignment in all large scale technology investments \u2014 as these were deemed to be transformational and not just tactical. We have also been painfully schooled that at the heart of failed ERP and other technology implementations, lies a failed Change Management programme i.e. the inability to convince users \/ people to utilize the new system to the extent that it was intended. We survived these threats at the time and our implementations continued regardless!<\/p>\n\n\n\n

The Digital opportunity, however, may not let us off the hook that easily. This is not a period of more mobile apps or collaboration platforms. This isn\u2019t an opportunity to merely make the current business more efficient.<\/p>\n\n\n\n

This era is the first real opportunity to re-imagine business and must therefore be driven by business leaders.<\/p><\/blockquote>\n\n\n\n

So what does this mean? To my mind and for all the reasons above –<\/p>\n\n\n\n

The Digital CIO must elevate the appreciation of digital possibilities by these leaders \u2014 so that they can \u201cre-imagine\u201d better, more competitive, more relevant, more digital businesses!<\/p><\/blockquote>\n\n\n\n

Elevating digital understanding among the leadership cadre is not an easy task in any organisation \u2014 regardless of sector. Even our largest, most successful corporates have been built by amazing individuals \u2014 almost all of whom remain classic digital immigrants. The Digital CIO must still be able to garner support for the transformational agenda and backing for the less-than-popular decisions to come.<\/p>\n\n\n\n

My view is to stick to these 3 Speaking rules:<\/p>\n\n\n\n

Speaking Rule 1- Speak Simply<\/em><\/strong>: If ever the KISS (keep it simple .. ) rule applied \u2014 it is now. There will be no extra points gained for showing your board and EXCO how well versed you are in the complex world or technology and digital. All that will happen is a reminder of their lack of understanding and you being branded as a techie who doesn\u2019t understand the business! Use the simplest possible words you can find and always relate it back to topics and concepts that your audience will understand e.g. their mobile phones, how LinkedIN lives on the cloud etc.<\/p>\n\n\n\n

Speaking Rule 2 \u2014 Speak Business<\/em><\/strong>: Probably the largest difference between successful and \u201calso ran\u201d Digital CIO\u2019s is the ability to translate technical concepts, trends and projects into business relevance and \/or business value. Irrespective of the topic \u2014 from Blockchain to Cloud e-mail migration\u2026show business value and show it using the simplest use cases possible. Most executives have arrived at this senior most point in their careers by listening to their instinct \u2014 if they don\u2019t understand something \u2014 they won\u2019t back it. Irrespective of the language your leaders use to communicate their decision to you, this remains at the heart of their decision making mechanism. The Digital CIO must therefore master the art of Digital-Business communication!<\/p>\n\n\n\n

Speaking Rule 3 \u2014 Speak Often<\/em><\/strong>: There is simply far too much happening in the local and global business and political worlds for us to assume that leaders are busy self-studying the digital concepts we share each time that we need a business case approved! The Digital CIO must steal the march on this subject. Speaking often is probably the best possible mechanism to stay top-of-mind and to pro-actively elevate<\/em> digital understanding at the highest levels of the business. Consider the possibility of standing 30min slots at board and \/ or EXCO\u2019s where relevant digital topics are introduced and reduced to business impact; or special (voluntary) on-line sessions to discuss subjects in a similar manner; if all else fails \u2014 create a library of web- and podcasts that can be viewed at their leisure (and privacy).. so the list of practical ways of elevating<\/em> digital understanding through continuous communication can continue.<\/p>\n\n\n\n

Like anything else, to be successful at this level of seniority and intensity of communication, the Digital CIO must have a clear and agile plan. I would suggest the following key elements as least:<\/p>\n\n\n\n

A Personal Plan<\/em><\/strong>: Be clear on the definition of your personal success and what you need to accomplish in order to achieve your personal vision. Whilst this may not assist in the content of your communication, it certainly will sustain your sense of purpose and clarity of vision \u2014 both critical criteria when you are communicating at this level.<\/p>\n\n\n\n

A Digital Plan<\/em><\/strong>: I\u2019m specifically avoiding the use of the overused terms of \u201cDigital Strategy<\/em>\u201d and \u201cTransformation Plan\u201d<\/em> \u2014 both of which conjure up images of massive implementations that promise Utopian returns, several years into the future. A Digital Plan should be simpler (not less bold) but certainly executable in smaller, bite-sized pieces \u2014 which should also help execute the 3 Speaking Rules. This plan must be agile and adaptive to continuous learning as you receive feedback from customers (internal and \/ or external)<\/p>\n\n\n\n

A Stakeholder Plan<\/em><\/strong>: In the Digital CIO Playbook sessions that I run for CIO\u2019s making this transition, this section is by far the most valued and value adding. For any communication strategy to be effective, you must know your audience and therefore, how to influence their behavior. Building insights into your leadership team, their interactions with each other and their definitions of personal (and business) success will serve your incredibly well as you own the agenda for elevating the digital understanding of your organisation\u2019s leadership.<\/p>\n\n\n\n

I believe that the Digital CIO must lead this process and take ownership of it as eventually, decisions will be made and risks taken based on the information on hand \u2014 make sure that you\u2019ve been the preferred provider of information leading up to that critical point of decision making.<\/p>\n\n\n\n

One more step in a phenomenal journey \u2014 which I trust you will continue to enjoy.<\/p>\n\n\n\n

Published By: Kamal Ramsingh<\/a><\/p>\n\n\n\n

Contact Us: MAPIT <\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Practical suggestions on gaining and maintaining executive sponsorship for your digital journey In my previous article (It is Now time for the Digital CIO\u00a0), I made several key assertions. Firstly, I maintained that the uptake of the Chief Digital Officer (CDO) role has been muted and that it remains the CIO that \u201ccarry\u2019s the can\u201d […]<\/p>\n","protected":false},"author":1,"featured_media":3114,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[17],"tags":[],"class_list":["post-3113","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"yoast_head":"\nThe Digital CIO : Elevating leadership\u2019s appreciation of digital possibilities | MapIT<\/title>\n<meta name=\"description\" content=\"The reality remains that building a digital strategy in isolation is futile\u2014 we now only have strategy in a digital world.\" \/>\n<meta name=\"robots\" content=\"index, follow, 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