IBS Journal November 2015
the various components of the information systems, but it also impacts the same data. In a digital world it acquires a special value (the ‘money data’ concept). In this context, the CIO must maintain
the level of service requested by customers in terms of availability and response time, while providing new tools. We recommend to prioritise the
following: • Simplify the IT landscape for agility while streamlining applications and architectures. In this context, develop- ing a cloud strategy becomes inescap- able. Cloud – whether public or private – is indeed the only approach that will bring flexibility and speed to the infra- structure that everyone will be asking for tomorrow.
• Optimise the efficiency of applications and new project management process- es, and empower business partners in arbitrations to limit the complexity of the infrastructure.
• Acquire new intrusion detection solu- tions, defining and implementing a
About the author
real strategy of resistance to attack applications. This logic includes the creation of new functions like a chief risk officer within the department of information systems, especially on the issues related to the infrastructure.
Pillar 2: The governance of digital
A partnership relationship between IT and the direction of marketing/distribution/ sales is more essential. So far, digital and strategy have been mainly positioned under the responsibili- ty of the marketing or distribution teams. In recent times, according to Gartner, 7% of companies have reinforced and recruited digital directors, and the number of such appointments is expected to triple in the coming year. This set-up has its limitations: with-
out a strong involvement of the IT depart- ment and without sponsorship shared with CIOs, digital initiatives are struggling to be anchored permanently in the information systems landscape of the organisation and generate their true return of investment (ROI). Branches are becoming aware of this situation and are trying to correct it. We advocate a true partnership
between those who seem to be the pri- mary drivers of the digital transforma- tion, namely the CIO and the leadership of marketing and distribution. This approach should enable CIOs to reconcile the busi- ness challenges and share with the busi- ness directions to facilitate effective modes of collaboration. A minimum governance – ‘bipartisan’
Stéphane Yeou is an Associate Partner with Julhiet SterWen based in Paris, France, and is responsible for digital and multi-channel transformation. Julhiet SterWen is the French
partner firm of Cedar.
digital – therefore seems inevitable but ideally this governance should include co- ordinating virtually in all directions with the CIO. The finger should be kept on tech- nology as governance grows and tran- scends, enabling the agility and optimisa- tion of the information systems.
Pillar 3: The skills and ability to lead the transformation
A human challenge to recruit, train and support skills.
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Business needs change very quick-
ly and time-to-market is evolving at a rate that no longer has any link with the previ- ous periods. The company needs rapid IT development cycles, reactions and fluid decisions. Recommendations:
• • •
Establish small teams that have a close relationship between HR and CIOs.
Frequently bring new quick develop- mental methods for starting production.
Implement dedicated logistics (co-working space).
• Work with business cycles and take on quick decisions. Moreover, to fully achieve its digital-
transformation, the CIO must define and implement a forecast management of employment and skills in the digital space that will enable the organisation to frame its sourcing policy for internal and external expertise. We advocate two guidelines that aim
to make it a ‘flatter’ and less hierarchical organisation for CIOs: 1. Develop a career path ‘expert’: this will enhance specialised skills such as archi- tecture, quick project management etc, that will justify high levels of seniority (close to a management level).
2. Develop a career path ‘head/project manager’: this will enhance the capacity to manage complex projects over time, which will provide a good outlook.
Conclusion
Digital transformation poses very diverse challenges for a CIO of any organisation and has a deep impact on the organisation and its people. This change can be implemented only
through widespread awareness of the need to develop the forecasting of skills and competencies needs within the informa- tion systems department. This is essential to the success of its digital transformation. The first step for this awareness is to
create a sense of urgency for all employ- ees across the department. This evange- listic approach within the department is probably the largest project but least well treated!
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analysis: digital transformation
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