Five faces of transformation
There are many CIOs who would like to play a role in organisational transformation but far fewer who are living that dream. Many business transformation disasters are portrayed as failures of IT so the dream can become a nightmare, in which you have no control.
Often, where CIOs are irrelevant to strategic business decision-making, it is because of the imbalanced focus between information and information technology.
The job title itself should be a fairly large clue as to where the organisation’s expectations lie.
Once you have established yourself as technology manager it will be an uphill struggle to reposition yourself as anything other than a supplier.
There is a big gap between change-master day dreaming and the reality of being on a strategically significant par with catering and office cleaning.
No disrespect to either of those areas, buy it is unlikely that business decisions will be made on the basis of these disciplines. So there is something clearly wrong with being grouped as such.
But you can increase your relevance in respect of strategic focus by looking at transformation from a wider perspective than for example migrating emails services to the Cloud. Though this is part of the jigsaw, as we will see.
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