Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans — you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
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Insight
This survey examined organizations' IT strategy during normal economic periods and during the current economic decline. Fifty-six percent of the 45 responding organizations are headquartered in North America, 29% in Asia/Australia/Pacific, 9% in Europe, with the remaining 6% in South America and Africa. The number of IT professionals working in responding organizations tend toward the lower side, with 51% reporting fewer than 100 IT professionals, 27% reporting between 100 and 1,000, and 22% reporting more than 1,000.
Topic Summary
What will the 2010s bring? It is not easy to look into the future; however, CIOs will have to do just that if they want to build and mold a staff capable of taking on the new challenges coming with this decade. CEOs and CIOs have many responsibilities and priorities, but the two most important ones are defining strategy and building the best team to achieve strategic goals and objectives.
One of the keys to effective organizational risk management is transparency. Sharing information freely is a vital consideration. The more we can do to ensure that everyone in the organization is attuned to the bad things that may happen to us, the more we can affirm that they'll be sufficiently sensitive to address such concerns. That's the argument.
Cutter Consortium's recent Latin America Summit was a terrific opportunity for CIOs and summit speakers to discuss what constitutes "good" IT.
Agility is not reaching far enough into organizations. Too many agile development initiatives fall far short of their potential. Too many organizations have a few successful agile projects, but fail to sustain agility. Success on a few, or even more than a few, projects doesn't translate to wider acceptance of agile principles and practices in the organization.
CIOs are warming up to the idea of semantic technologies -- IT artifacts capable of making explicit the meaning contained in the relations among information objects. When properly elicited and structured, relational and semantic technologies can help to expose and maximize a certain degree of "intelligence" that we seek from our systems.