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Thinking that the pandemic will soon be past and some form of new normal will emerge, be it working from home or office work, or a hybrid mix - is a misconception. Even with a vaccine, the pandemic will continue in isolated, difficult to predict pockets, and cause sporadic rapid changes to work practices for the foreseeable future. Organisations will need to be able to quickly flip-flop work environments rapidly, and work processes - and thus technologies - must evolve to meet the challenges of the 'age of uncertainty'. A fourth wave of ICT architecture is emerging, with a focus on information over architecture, low-code everything and powered by algorithms.
Find attached at the bottom of the article a free downloadable PDF copy of the trends for 2021-2026 executive presentation deck.
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Australian organisations in both public and private sectors enthusiastically identify and implement best practices from around the world. After considerable time and effort has been allocated to implementing these processes and the associated tools the results are all too often less than satisfactory. There are many best practices, frameworks and tools to assist in the optimisation of IT but there are two key problems areas that if overcome, can make a significant difference in the benefits that organisations will derive from best practice implementation.
Conclusion: Agility to respond to change has become essential. Compared with previous years, CIOs are expected to produce results over longer periods of time, now expectations have become much higher. Stakeholders are expecting results as soon as possible. With the trend geared towards an increase in technology dependence, the pressure of delivering results has therefore increased for CIOs and IT leaders.
Part of this new set of expectations is improved efficiency and productivity, which in most cases requires a thorough evaluation of business processes to garner potential inefficiencies. One of the primary tools organisations have at their disposal is the enterprise resource planning (ERP) systems. Eventually, it all boils down to whether or not the migration to S/4 HANA can be justified in terms of value-add-services. Implementation effort and run costs are only a part of the business case, not the whole.
Conclusion: The COVID-19 pandemic crisis is sweeping across the globe and is being felt by every individual and every organisation. By its very nature, the COVID-19 crisis is global in scope, indefinite in its duration and unknown in its long-term impact. Given the reliance of organisations on their ICT services, particularly at this point in time, CIOs have a unique opportunity to make a significant contribution, showcase their leadership capability and enhance the long-term brand of their ICT teams. All too often under the pressure of a crisis, CIOs will focus on tasks as opposed to the softer elements of leadership. The opportunities this crisis presents should not be wasted. Your leadership is on show.
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