CIOs must strategically manage contractor reduction, balancing cost and workforce stability needs against maintaining essential digital service delivery capacity and capability.
C-suite digital literacy: strategy, data, workforce alignment. CIO-led sessions on IT’s role, fostering organisational governance and technology understanding.
CIOs drive organisational innovation by aligning technology with strategy. Effective innovation frameworks require governance, agile teams, and cross-functional collaboration. Leveraging existing partnerships and infrastructure accelerates innovation adoption.
Many organisations in Australia, and indeed globally, are in the midst of serious business and digital transformation as a way to remain competitive, innovate, become more efficient, increase productivity, and harness the power of the latest developments in a new age of artificial intelligence (AI).
The CIO role’s focus has changed from sole responsibility for digital operations and projects to a collaboration partner with the senior executives responsible for lines of business within an organisation. Executive understanding of modern digital principles is a key ingredient for successful digital outcomes, as digital transformation affects all aspects of a business, from operations to customer engagement.
The front door to ICT in organisations is often a misunderstood and multi-dimensional entry point for line of business areas. Many organisations focus on a single front door, which although provides clarity, is often a source of continued misunderstanding and not entirely necessary. Management of multiple front doors is sometimes a more engaged approach for line of business areas.
Clarity, discipline, visibility, transparency, and governance are hugely important – all of which require personal commitment from CIOs and their leadership teams.
Digital and transformation strategy are key direction setters for organisations, yet often take considerable time to develop and can put the IT function into limbo if there is decision inertia in the meantime. Strategy and operations can function as parallel activities to achieve organisation outcomes, rather than being perfected sequentially.
In November 2023, IBRS published an article titled ‘The Top Reasons Why ERP Projects Fail – Lessons From the Front’, which explored the top seven reasons why ERP projects fail and how to mitigate them. In the short time since, we have seen the reporting of a number of high profile ERP projects that have been abandoned with costs in the 70–200 million dollar range.
It is timely to look back, so this article will advise on reinforcement and subsequent advice that can be offered today as a result.
Aligning skills and developing a strategic workforce plan can drive successful digital transformation within organisations.
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