Discover the evolving role of the CIO after Covid-19. Chief Information Officers (CIOs) have always been aware of the key role they play in their organisation\u2019s success. Others were not so convinced. No matter how commonplace concepts like digital transformation have become, a sizeable portion of today\u2019s business world still regarded IT as a bare necessity, one of the many cogs and wheels that keep the enterprise moving forward. There was no need to know how everything works, the details, as long as it did work. That\u2019s until COVID-19 showed up. <\/p>\n
The sudden shift in paradigm
\nhas left companies scrambling to come up with solutions to new logistical and business
\nmodel issues. Adapting normal operations to a fully remote workforce. Devising alternative
\nways of conducting normal operations while cutting down costs. Identifying new
\nrevenue streams. In this climate of uncertainty, a realisation has hit uninterested
\nboard members: technology is not just one of the many parts of the behemoth
\nthat is the modern enterprise \u2013 it’s the engine propelling it into the future. <\/p>\n
IT has never been more critical to a company\u2019s prosperity<\/a> than it is now. And, as the person in charge of designing and bringing to life corporate digital strategy, the figure of the CIO is finally receiving the spotlight it deserves. But CIOs are not only facing the greatest practical challenge of their careers \u2013 their role is fundamentally changing, and it will keep on doing so. <\/p>\n The pandemic took many organisations by surprise, forcing IT leaders to adapt company infrastructure to support remote work and comply with safety regulations. That was the first of three stages that CIOs will have to navigate<\/a> to see this crisis through. A mighty task as it is. <\/p>\n Some companies are Covering the holes is When it comes to talent, IT leaders have continued hiring for the most business-critical digital transformation projects: cloud, cybersecurity, digital payments, shipping logistics, etc. In addition to permanent hires, CIOs are enlisting external IT consultants as a great way of upskilling their teams<\/a>. <\/p>\n Once the fire is out, As the world slowly This is the third andFrom saving the day
\nto ruling it<\/strong><\/h2>\n
\nstill ultimating work on this initial step. Together with the C-suite and division
\nmanagers, CIOs have had to take a deep look at all available resources — not
\nonly at the digital transformation strategies and tools already in place, but
\nalso at the existing talent within their team. <\/p>\n
\nnot easy in times of dwindling budgets and company-wide cuts. CIOs have had to
\nresort to a mix of ingenuity, agility and adaptability to find creative and
\nefficient ways to save everyone\u2019s day. <\/p>\n
\nthe second step for CIOs to take is to consolidate the new measures, protocols
\nand ways of working. CIOs are working together with HR to develop online
\ntraining programs and tools that live on beyond the current crisis. They also
\nhave an important part to play in the return to the office, advising the larger
\norganisation on how to best use digital resources to implement a process that
\nis both safe and seamless. <\/p>\nA larger role moving
\nforward<\/strong><\/h2>\n
\nstarts going back to normal, the lessons learned from this health emergency
\nwill have severe implications on how IT is approached in the future. Rather than
\nsupporting business decisions, CIOs will have a bigger say in how companies are
\nrun — from helping companies develop a more adaptable work culture, to being a
\ndecisive factor in defining new business strategies. <\/p>\n
\nlast stage in the journey towards a more relevant and recognised CIO. The novel
\ncoronavirus has only sped up what was already bound to happen. IT leaders are
\nnow in the driver\u2019s seat. Godspeed. <\/p>\n