How are CIOs handling the next chapters of their digital transformations? Consider these CIO insights regarding focus, enabling technologies, and security priorities
Over the past few years, the term “digital transformation” has become popular among entrepreneurs and business leaders. As technology advances and culture changes with it, more consumers are demanding online services and capabilities — and more companies are pivoting to try to meet the demand.
Leadership capability is the ability to envision and drive organizational change in systematic and profitable ways. Digital capability empowers organizations to not only enhance existing processes and products, but improve or even create new business models.
While a few firms—the digital giants—are winning big from digital technology, most big firms are engaged in digital transformations that typically yield limited gains. Most C-suites are frustrated and disappointed.
For almost all enterprises, the Internet of Things (IoT) is crucial to assisting digital transformation, a new report from Omdia asserts. The analyst firm’s latest IoT Enterprise Survey suggests IoT deployments have matured within organizations, as almost three-quarters (73 percent) said they were either in full deployment, or trial/PoC stages (up four percent year-on-year).
Today, 90% of manufacturing firms in Northern Europe are investing in improved workflows to improve their energy and material efficiency, rising to 95% for respondents in the UK and Ireland. Another compelling finding was the common practice of having a dedicated sustainability team in the organisation, with 86% in manufacturing citing they do.
Telecom carriers are becoming giant IT organizations, and the needs and architectures of telcos and enterprises are converging as they both engage in deep digital transformation. Meanwhile, public cloud hyperscalers (AWS, GCP, Azure, etc.) are facing similar challenges as they spread across networks and extend their offerings into telco-based edge compute.
The most essential competencies for D&A leaders are leadership skills such as influencing, engagement and effective communication plans.
Companies that had the digital tools to meet the demands of the pandemic are now ready to move into phase two of digital transformation, according to a Microsoft executive. This means seeing a return on investment from cloud infrastructure, remote work tools, automation and machine learning.
Technology is one half of digital transformation; training is the other.
To maximize output of any digitalization project, organizations must treat it as a wider business initiative, rather than a targeted IT transformation.
Businesses are faced with the second wave of digital transformation and getting to grips with the future of hybrid working.
Digital transformation is a central development strategy for eight out of every 10 companies active in research and development in Greece, while six in 10 plan to continue using telework after the pandemic, according to the findings of a survey conducted by the National Documentation Center (EKT) at the end of 2020.
Federal agencies have embarked on an ambitious digital transformation journey that will greatly enhance their ability to deliver mission-critical services and improve efficiency.
As we slowly return to a post-COVID world, IT leaders should raise their periscopes and review industry trends. While many organizations were busy shifting to hybrid work, updating business processes, and adjusting to changes in customer needs, the opportunities to innovate, improve customer experiences, launch digitally enabled products, and mature machine learning capabilities may have taken a back seat.