CIO roles evolve, facing ambiguity but expanding into CXO positions. Diversified C-suite roles, including CTO, CDO, and CISO, address specialised technological needs.
This pack explores three core tactics that ICT leaders can adopt, to gather high value data from end users, to drive actionable insights to elevate ICT service delivery.
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.
Today’s Chief Information Officers are more than just technologists—they’re innovators, efficiency drivers, facilitators, and IT evangelists.
CIOs are more than IT leaders—they’re business strategists and change-makers. To lead digital transformations, they must master impactful communication.
Leveraging change agents for UX in co-design approach to change.
While many IT organisations prioritise diversity and inclusion, under-representation of key groups remains a significant challenge. Leaders can drive change by examining their own biases, fostering a more inclusive organisational culture.
IBRS has conducted numerous interviews and case studies with high-performing CIOs. In this exclusive panel and Q&A session, we detail high-performing CIOs’ key traits and practices, how they secure budgets, prioritise projects and work with the board.
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