About Common Sense for Successful IT Leadership
This course objective is to find out what is common sense for successful IT Leadership. That can help to achieve business objectives and goals to drive the success of the business. How Digital & Technology can drive the business on the enterprise level to align and achieve the long-term planning of the organization.
Looking over the past years of information technology development, some of the constants that I can observe is continuing change.
In today’s world, the Internet and the Web browser changed everything, of course except for the rapid pace of change itself. Today we are pondering the impact of virtualization and cloud computing. Maybe tomorrow we will be thinking differently, who knows because the speed at which Digital and Technology evolve is quite simply breathtaking.
For today’s modern Digital & Technology leaders, however, there is one certainty IT must deliver solutions that enable the business to achieve its goals. Technology must be aligned with the Business. The goal of Digital & Technology and the rest of the enterprise must be compatible and mutually supported.
Today’s Digital & Technology Leaders must develop a comprehensive IT & Digital Strategy. That maintains the alignment between Technology and the rest of the enterprise. In Addition to supporting business, Information Technology and Digital Technology must be ready to drive the business.
In the old Technology days when the primary job of IT was taking care of technology and the CEO’s primary job was taking care of the Strategy. But now Technology evolves into the critical driver of business development and lines are becoming even less distinct and considerably more blurred.
Now Business Transformation requires extraordinary rapidity of CIOs to do a lot more than just determining the path from A to B.
Modern Digital & Technology CIOs must find out to get from A to n. Needless to say that the value of n is always changing.
Below is the practice advice that can help to CIO to begin:
Know where you are today (AS-IS)
The first step that need to find out where we are today might seem simple, but you need to have a complete and precise inventory of your IT Department’s assets, capabilities, and capacities. Need to understand which systems are working and which are not. Applications are nearing the end of their useful lives and must have a plan for retiring them. Technology leaders must possess fundamental knowledge of their own systems.
Plan for tomorrow (TO-BE)
The most important part of your job is to find out which technologies will be important for six months now, year from now, or even five or ten years now and to figure out that do you have the infrastructure and the governance in place to support these modern technologies. Where and how will you find the people to run and manage the new systems that you will bring on board? As a Technology leader or CIO, you must plan for the future now – it will arrive sooner than you think.
Prepare and be ready to move smoothly from the present to the future
This will be the hardest part because it requires patience, skills, planning, and a sense of purpose. While maintaining the alignment between IT and the rest of the enterprise, one must envision all of the many steps required to adopt the new technologies. You must execute all the steps without missing the deadlines, going over the budget, or inadvertently creating new problems. This is a very much true test of the CIO’s and Digital Technology leader’s character and ability.
Organizations are realizing now that Information Technology has an exceptional vantage point because IT is everywhere in the enterprise. Now IT is embedded in virtually every business process, and frictions and inefficiencies in the enterprise become visible through the perspective lens of IT. This is a description of the new reality of business, not just a metaphor.
Now Modern CIOs and Digital & Technology Leaders focus on building strong relationships and partnerships with Businesses and earning respect also by delivering on promises and commitments to multiple business partners across the enterprise. And will be judged by the business results that those technologies make possible.
You should build a formal process for evaluating the relationships between IT and its business partners. It can be called “shared commitments”. it focused on the business outcomes rather than on the explicit technological goals.
It can be more difficult to build trusting relationships with your business partners if you are not delivering the basic services or are performing inconsistently.
In this course, we will discuss and find out how Digital Technology Leaders or CIOs can use common sense for Successful IT Leadership in different modules.
Course Instructor
