Apac
  • Home
  • CXO Insights
  • CIO Views
  • News
  • Conferences
  • Newsletter
  • Whitepapers
  • About us
Apac
  • Admired Tech

    Agile

    AI Healthcare

    Artificial Intelligence

    Augmented Reality

    Aviation

    Big Data

    Blockchain

    Cloud

    Cryptocurrency

    Cyber Security

    Digital Transformation

    Drone

    HPC

    Infrared

    Internet of Things

    Networking

    PropTech

    Remote Work

    Scheduling Software

    Simulation

    Startup

    Storage

    Wireless

  • Banking

    E-Commerce

    Education

    FinTech

    Food and Beverages

    Healthcare

    Insurance

    Legal

    Manufacturing

    Pharma and Life Science

    Retail

    Travel and Hospitality

  • CISCO

    Microsoft

    Oracle

    Salesforce

    SAP

    ServiceNow

  • Business Intelligence

    CEM

    Cloud-based Planning

    Cognitive

    Compliance

    Contact Center

    Contact Tracing

    Contactless Payments

    Content Management System

    Corporate Finance

    CRM

    Custom Software Development

    Data Center

    Enterprise Architecture

    Enterprise Communications

    Enterprise Contract Management

    ERP

    Field Service

    HR Technology

    IT Service Management

    Managed Services

    Procurement

    Product Management

    RegTech

    Revenue Management

Menu
    • IT Services
    • Cognitive
    • Digital Transformation
    • E-Commerce
    • Blockchain
    • RegTech
    • IT Service Management
    • Augmented Reality
    • Microsoft
    • Managed Services
    • Collaboration
    • Healthcare
    • MORE
    #

    Apac CIO Outlook Weekly Brief

    ×

    Be first to read the latest tech news, Industry Leader's Insights, and CIO interviews of medium and large enterprises exclusively from Apac CIO Outlook

    Subscribe

    loading

    THANK YOU FOR SUBSCRIBING

    • Home
    • IT Services
    Editor's Pick (1 - 4 of 8)
    left
    Service Organisations Make Great Places To Work, And Deliver Better Value

    Matthew Perry, CIO, Orora Limited [ASX: ORA]

    Building BPAY Group's New Digital Foundation

    Angela Donohoe, Chief Information Officer, BPAY Group

    What Does it Take to be a Banker of Tomorrow?

    Osman Faiz, Chief Information Officer, Singapore, Standard Chartered Bank

    Establishing a Strong, Future - Ready IT Infrastructure

    Voranuch Dejakaisaya, CIO, Bank of Ayudhya (Krungsri)

    CIOs must Ensure Systems are Dynamic, Accessible and Continuous

    Zeeshan Sheikh, CIO, Entergy Corporation

    Adoption of Smart Technology for Responsible Gaming

    Yeo Teck Guan, Group CIO, Singapore Pools

    What Digital means to a CIO

    Geoff Wenborn,

    A 360 View in SDN/NFV for Smarter Transformation

    Manjeet Dhariwal,

    right

    Transitioning from CIO to CDO

    By Bruce Coller, CIO, Sir Moses Montefiore Jewish Home

    Tweet
    content-image

    Bruce Coller, CIO, Sir Moses Montefiore Jewish Home

    Chief Information Officers are facing extinction. What is driving this and what does digital leadership look like as we follow the digital services revolution?

    Applications, servers, storage, database, switches, personal computer, telephone PABX, desktop tool suite, backup, UPS, Telco WAN providers, local precinct, firewall, printer, antivirus, extensive training, support; these are familiar terms and focuses for many CIOs. Technology has been the driver as Information Technology (IT) has been pushed to the end user, heavily asset oriented, dependent on extensive training, and required compromise when meeting needs due to its limitations. IT departments are perceived as geek havens and expense centres that the organization must have in order to manage the complex computer systems for information management. They are now the domain of archaic technology based leadership.

    IT must transform to reflect the digital economy revolution. Companies rarely die from moving too fast, they frequently die from moving too slowly.

    "The CDO ensures organizational success through digital business capability and performance with exceptional client experience"

    Cloud ‘As a Service’ negates concerns of brand or capacity of server, storage, backup, UPS, PABX, server operating system and indeed most back of house hardware and software requirements. Compute is highly available and elastic ensuring only active services are paid for but can be spun up rapidly to match changing loads, development, test requirements or advanced analytics. Personal Computers (PC) will disappear as mobility, browser or App enabled user devices change the face of data and automation.

    Applications operating as silos, typical of many organisations, require manual integration processes and data to be entered multiple times. These silos must morph into homogeneous suites capable of delivering functional requirements with single source of truth and without the need for duplicated data entry. 

    Leading organisations are now developing a digital service culture. Digital services deliver simplicity through a service microcosm to meet organizational requirements. Cloud computing introduced the concept of ‘As a Service’ but this is only part of the digital services concept. Digital leadership demotes technology to the background, using it as an enabler rather than a driver when establishing business requirements. Services strategy is device agnostic and revolves around end user needs whilst realizing sustainability, competitive advantage and customer experience. The digital economy creates value via a service culture realized by an orchestration of mobility, availability, security, automation and advanced analytics.

    Gone are the days when the customer was difficult to reach and paper based communications were an expensive channel. Social media is mature; organisations must look at the online community to see a picture of how business should be acting.

    Huge disruption is already attributed to the digital economy as it permeates every aspect of the global economy. Disruption is for the unprepared, leadership and opportunity is realized by the attacking visionary generating an organizational digital DNA.  Ingrained digital DNA overrules attitudes such as “we’ve always done it that way” and results in innovation, capacity, capability and a positive customer experience.

    Vision, or understanding the big picture, is the first characteristic of digital services leadership. It knows the answers to the questions such as:

    • How can data and automation make an organization a preferred provider?
    • How can data and automation eliminate reliance on capital?
    • How can data and automation double employee productivity?
    • How can data and automation embrace an Uber model?
    • How can the incremental cost of growth approach zero?
    • How does automation rebuild industry decimated by skyrocketing wages?

    Connectivity is fuelling the digital revolution; mobility is the enabler. A ‘mobile first’ model is prevalent today with many people expecting to use smartphone’s or tablets, only moving to desktop devices as necessary.  The vision must be ‘mobile only’ where almost all computing and communications is with a mobile device.

    Business Intelligence and Big Data have not yet realized their potential value.  2016 will see a major shift toward the delivery of statistically sound, self-serviced, Digital Intelligence for fast, simple and sophisticated decision-making.  Digital Intelligence will signal not only what could be done but what should be done!  Digital Intelligence, incorporating advanced analytics and machine learning, represents a significant divergence from traditional business models and failure to embrace it will challenge sustainability.

    Security Intelligence recognizes that 100% prevention of attacks will not be possible as cyber crime embraces advanced analytics and machine learning.  Organisations must have prevention, detection, resilience and response as principal strategies.

    Innovation is often considered a driver, with staff consciously trying to be innovative from the outset.  Digital services focus on vision, expertise and good business practices that typically result in innovative outcomes; an outcome of good practice and not a driver.

    The digital services leader, required now, is referred to as the Chief Digital Officer (CDO).  The CDO is a technology guru but utilizes executive business skills every day, entrusting enabling technological solutions to deliver sector leading services to the digital services team.  Business analysis and project management are crucial components of the digital services team.

    The CDO will ensure organizational success through digital business capability and performance with exceptional client experience. This is summarized by:

    Engagement

    Automation

    Services (digital) delivering value from data

    Evaluation

    Success markers are:

    • Exceptional experience to client (services) and user (easy, enabling and stress free)
    • Competitive advantage and sustainability (organizational capacity and performance)
    • Easy, Anywhere, Anytime, Any Device
    • Broadening digital organization vision

    CDO success must be measurable. Qualitative and quantitative measures are crucial to success.

    In summary the CIO must evolve into a digital leader, CDO, that is a technology guru and one that brings solid business acumen to the table and focuses on a services delivery vision and strategy.

    tag

    Machine Learning

    Customer Experience

    Information Technology

    Firewall

    Cloud Computing

    Big Data

    Weekly Brief

    loading
    Top 10 IT Service Companies - 2019

    Featured Vendors

    Wyntec

    Tom Freer, MD

    Basis Bay

    Praba Thiagarajah, CEO

    ON THE DECK

    IT Services 2019

    Top Vendors

    I agree We use cookies on this website to enhance your user experience. By clicking any link on this page you are giving your consent for us to set cookies. More info

    Read Also

    Accelerating Petcare Innovation through CRM and Digital Vision

    Accelerating Petcare Innovation through CRM and Digital Vision

    Miao Song, Chief Information Officer, Mars Petcare
    How Cloud Systems are Impacting Business Environments

    How Cloud Systems are Impacting Business Environments

    Martin Stegner, CIO, NOVUM Hospitality
    Digital Tack

    Digital Tack

    Claus Nehmzow, Chief Innovation Officer, Eastern Pacific Shipping Pte
    Brokering the Cloud Services

    Brokering the Cloud Services

    Eric Boyette, Secretary & State CIO, Information Technology
    Defining a Cloud Strategy: A Higher Education Paradigm

    Defining a Cloud Strategy: A Higher Education Paradigm

    Russell M. Kaurloto, VP and CIO, Clemson University
    The 4Ps of Digital Transformation in Pharmaceutical Industry

    The 4Ps of Digital Transformation in Pharmaceutical Industry

    Debraj Dasgupta, Operating Officer, Head of Strategy and Go-To-Market Planning Division, Nippon Boehringer Ingelheim
    Technology’s Role in The Care and Quality of Life for The Aged

    Technology’s Role in The Care and Quality of Life for The Aged

    Jose A Perez, Chief Information Officer, Hammondcare
    How ECM is Revolutionizing Organizations

    How ECM is Revolutionizing Organizations

    Thomas Phelps IV, VP of Corporate Strategy & CIO, Laserfiche
    Loading...

    Copyright © 2021 APAC CIOoutlook. All rights reserved. Registration on or use of this site constitutes acceptance of our Terms of Use and Privacy Policy  |  Sitemap |  Subscribe

    follow on linkedinfollow on twitter follow on rss
    This content is copyright protected

    However, if you would like to share the information in this article, you may use the link below:

    https://it-services.apacciooutlook.com/ciospeaks/transitioning-from-cio-to-cdo-nwid-2474.html