Year one of a digital transformation program has its challenges. To get a transformation started, CIOs must get an executive team to formulate a strategy, agree on the program’s leadership, and establish a budget. There needs to be agreement on a roadmap of initiatives that deliver improved customer experiences, empower the data driven organization, transition to more nimble technology platforms, prioritize opportunities to automate, and engage the workforce on driving change. To pull this off, many CIO are maturing agile processes, product management disciplines, data science skills, and other foundational practices that drive innovation, speed to market, and data driven insights.
As hard as year one is, year two and beyond has its own challenges. The initial excitement of transformation programs begins to wear off and the grind of execution starts to consume participants.
More of the CIO.com article from Isaac Sacolick
Even with the ongoing new developments in core technologies, IT organizations are facing dramatic changes in how they work in 2018 as they embrace new business concepts and strategies.
We just might be at a point where IT professionals — from the overworked help desk staffer up to the CIO in the fancy office — long for the good old days. You remember those days, when technology, that “T” in IT, ruled the day.
That was when the to-do list was filled with tasks such as configuring hardware, testing compatibility of software packages, upgrading databases, responding to “stupid user” complaints, and fighting to keep hackers out of a system. Even the move to the cloud often was a bits and bytes and connections challenge. Today, a whole new layer of IT complexity has landed on top of all those pure tech issues.
More of the Information Week article from James M. Connolly
According to RightScale’s 2018 State of the Cloud report, 66% of enterprises expect to spend at least 20% more on cloud this year. Ironically, those same expectations are almost certainly wildly off, as a whopping 97% admit to not being able to manage cloud costs. In other words, cloud is an even bigger deal than CIOs believe, because their developers keep pushing workloads into cloud providers.
Sending money to the clouds
It’s hard to turn off the flow of funds to the cloud—it’s simply too convenient. Polling close to 1,000 people, RightScale’s survey revealed that more than 25% of enterprises are now spending $6 million or more each year, with plans to grow that spending considerably in 2018:
More of the TechRepublic article from Matt Asay
What is digital leadership? Ask a different CIO; get a different answer. Digital leadership can mean anything from developing products, to modernizing the stack, to changing the culture.
When I asked Justin Mennen, CIO and chief digital officer (CDO) of CompuCom, what digital leadership means to him, he told me about CompuCom’s new digital business unit, how he is elevating the digital experiences of his customers, and his P&L leadership role.
How do you define your role at CompuCom?
I function both as the CIO, leading our technology services organization, and as the CDO and leader of our CompuCom Digital business unit. We launched the new digital business in 2017 to help our customers drive innovation and digital transformation.
More of the CIO.com article from Martha Heller
The journey of improving business maturity is more evolutionary than revolutionary. It is not just about one-dimensional technology adoption, but a multi-dimensional expansion. It is certainly critical to put the stronger emphasis on empowering people, leveraging the source of knowledge, harnessing adaptation, fostering innovations, and taking an overarching management approach to shaping a high-mature digital organization.
The overarching Information management approach: The leading organizations across the industry sectors claim they are in the information management business because information potential directly impacts the business potential of the organization. The business insight captured via the abundance of information allows the business to capture growth opportunities as well as predict potential risks.Information is also one of the most time intensive pieces to the innovation puzzle. Information does not live alone but permeates to everywhere in the businesses. Thus, the value of information is not isolated. Therefore, Information Management is an overarching management discipline because Information is the lifeblood of the enterprise, but if not properly managed, it becomes at worst case a liability and at best case an underutilized asset. IT should first work to identify how information is associated with the valued tangibles of businesses; products and resources. The level of “silo” in many organizations remains far too high, IT has to break down silo to enable information flow frictionlessly and ensure that the right people can get the right information to make right decisions timely. Digital CIOs need to be able to break down organizational silos and take an overarching management approach to managing information for unleashing its full business potential.
More of the FutureofCIO post from Pearl Zhu
When CIOs aren’t being overwhelmed by data, they’re wondering who’s securing it. They’re dealing with the pressure of cutting costs while trying to stay nimble as they face difficulties with contractors and the challenges of moving data and services to the cloud. All the while, new threats emerge that require an evolving response.
From finding qualified IT pros to keeping them from jumping ship, a range of sticky technology and personnel issues are giving IT pros cold sweats.
With a host of new concerns in 2018 — and old standbys — where should CIOs be most focused? We’ve gathered insights from experts, the C-suite, recruiters, and those in the trenches to identify today’s top-of-mind concerns and how to deal with them.
More of the CIO.com article from Paul Heltzel
Office 365 subscribers always have the latest version of Microsoft Office — currently Office 2016. They also get more frequent software updates than those who have purchased Office 2016 without a subscription, which means subscribers have access to the latest features, security patches and bug fixes. But it can be hard to keep track of the changes in each update and know when they’re available. We’re doing for you, so you don’t have to.
Following are key updates to Office 365 for Windows since Office 2016 was released in September 2015 — all the 2017 updates and the most important ones from 2016 and late 2015, with the latest releases shown first. We’ll add info about new updates as they’re rolled out.
Note: This story covers updates released to regular Office 365 for Windows subscribers. If you’re a member of Microsoft’s Office Insider preview program or want to get a sneak peek at upcoming features, see the company’s “What’s new for Office Insiders” page.
More of the Computerworld article from Preston Gralla
Business apps have emerged as essential in the digital workplace, according to a recent survey from VMware. The resulting report, “The Impact of the Digital Workforce: The New Equilibrium of the Digitally Transformed Enterprise,” indicates that these apps are significantly increasing productivity and efficiency among employees. They also serve as a great recruitment tool, as they foster an environment of optimal collaboration and decision-making that leads to inspired innovation. CIOs and other top IT managers, however, must do a better job of making the latest apps available in a “one-stop shop” manner, findings reveal. “(The) digital transformation — particularly through highly accessible employee-centric applications and productivity suites — is forcing management to adjust to a new equilibrium within the enterprise,” according to the report.
More of the Baseline slideshow from Dennis McCafferty
Rob Enderle describes his first-hand experience on the risks of using a consumer-oriented business for mission critical systems.
One of the issues with having both a consumer-focused business and an enterprise business is that folks who deal with enterprise decisions during the day are consumers all the time. If you screw with someone on the consumer side, you’ll likely lose them on the enterprise side as well and vice versa. In addition, particularly with something like AWS, you expect the consumer business to use good customer retention and management skills. Well, after waking up recently to every one of my Echos, Kindles and Fire TVs being deregistered and not working, and being locked out of my account for daring to question a questionable Amazon charge, I wouldn’t touch an Amazon enterprise product with someone else’s 10-foot pole. And I think, had this happened to you, you’d feel the same.
Let me walk you through my experience.
More of the IT Business Edge article from Rob Enderle
As IT evolves in the direction of more cloud adoption, more automation, and more artificial intelligence (AI), machine learning (ML) and analytics, it’s clear that the IT jobs landscape will change too. For example, tomorrow’s CIO is likely to become more of a broker and orchestrator of cloud services, juggling the strategic concerns of the C-suite with more tactical demands from business units, and less of an overseer of enterprise applications in on-premises data centres. Meanwhile, IT staff are likely to spend more time in DevOps teams, integrating multiple cloud services and residual on-premises applications, and enforcing cyber-security, and less time tending racks of servers running siloed client-server apps, or deploying and supporting endpoint devices.
Of course, some traditional IT jobs and tasks will remain, because revolutions don’t happen overnight and there will be good reasons for keeping some workloads running in on-premises data centres. But there’s no doubt which way the IT wind is blowing, across businesses of all sizes.
More of the ZDNet post from Charles McLellan