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Its up to IT leaders to ensure the changes their digital initiatives bring to business workflows are absorbed and acted upon by the users impacted by them. Too often, however, changemanagement is treated as an afterthought, observes Munir Hafez, senior vice president and CIO at consumer credit reporting agency TransUnion.
Transformational CIOs recognize the importance of IT culture in delivering innovation, accelerating business impacts, and reducing operational and security risks. Research on creating a culture of high-performance teams suggests there’s a disconnect between how leaders perceive their cultures compared to how individual contributors view them.
Organizations look at digital transformation as an opportunity to radically improve operations and increase the value of a product or service to the customer by embedding technology into the decision-making fabric and building automation into its functions.
IT modernization is a necessity for organizations aiming to stay competitive. Organizations often struggle to justify the upfront costs of modernization projects, especially when the ROI is not immediately apparent. Solution: To address budget constraints, organizations should adopt a strategic approach to funding IT modernization.
Underpinning these initiatives is a slew of technology capabilities and strategies aimed at accelerating delivery cycles, such as establishing product management disciplines, building cloud architectures, developing devops capabilities, and fostering agile cultures.
Training, communication, and changemanagement are the real enablers. Managingchange and transformation Paolo Sicca, group CIO of manufacturing company Industria Grafica Eurostampa, is an example of how his role is evolving. The changemanagement was complex, as it always is, says Sicca.
But Florida-based Brown & Brown Insurance put old-school conventions to the test when it joined a growing cadre of leading organizations remodeling IT to reflect the pervasive role of technology in business transformation. Rethinking IT structure serves as yet another catalyst for advancing tech-driven business strategy.
Unsurprisingly, more than 90% of respondents said their organization needs to shift to an AI-first operating model by the end of this year to stay competitive — and time to do so is running out. Despite the reduced costs, though, the necessity for comprehensive change programs remains paramount.
Shift AI experimentation to real-world value Generative AI dominated the headlines in 2024, as organizations launched widespread experiments with the technology to assess its ability to enhance efficiency and deliver new services. They achieved these results through a culture that embraces change and a strong digital foundation, he says.
Sameer Purao, who joined Celanese as CIO and CDO in 2021, is keeping the team and company focused by making changemanagement a core competency of his team, and ensuring a focus on value, agility, and purpose. Our legacy culture was focused on continuous improvements to processes and reducing costs.
“When it comes to changemanagement, “implementation” isn’t the end—it’s just the beginning.” What is changemanagement? Changemanagement may be defined as a structured process that ensures that required changes are thoroughly and smoothly carried out, and that the long-term benefits of the change are realized.
While genAI has been a hot topic for the past couple of years, organizations have largely focused on experimentation. In 2025, thats going to change. Its the year organizations will move their AI initiatives into production and aim to achieve a return on investment (ROI). Increase adoption through changemanagement.
Making ITSM better than ever Overcoming these challenges is more than just making temporary fixes; it’s also changing the culture around how IT services are being managed. Training for new roles and processes : A new service management approach will change the processes and roles of individuals.
Interim executives have become indispensable in addressing immediate leadership needs, whether due to sudden departures, organizational restructuring, or transformational changemanagement. These platforms enable organizations to access a global talent pool, breaking down geographical and logistical barriers.
BCG asked 12,898 frontline employees, managers, and leaders in large organizations around the world how they felt about AI: 61% listed curiosity as one of their two strongest feelings, 52% listed optimism, 30% concern, and 26% confidence. This is a massive number,” Bellefonds said. “We We really have to address this upskilling issue.”
What is the main purpose of changemanagement? In modern IT, changemanagement has many different guises. Project managers view changemanagement as the process used to obtain approval for changes to the scope, timeline, or budget of a project. What are the benefits of changemanagement?
Historically, our jobs as infrastructure and security professionals have involved installing the “plumbing” that ensures organizations remain connected through traditional networking and security practices. For decades, organizations have considered networking and security a cost of doing business. Important, but rarely revolutionary.
With advanced technologies like AI transforming the business landscape, IT organizations are struggling to find the right talent to keep pace. The problem isnt just the shortage of qualified candidates; its the lack of alignment between the skills available in the workforce and the skills organizations need.
As change becomes ubiquitous in the workplace, more organizations are developing internal changemanagement capability to help keep the pace. The following are five steps organizations are taking to successfully implement changemanagement programs: Form a Centralized Team. Brand for Culture.
So much has changed since the early days of 2020 when the COVID-19 pandemic forced organizations to rethink where and how people work. What didn’t change was the need for organizations to continue to move forward with digital initiatives. Lorraine Marchand, executive managing director, Merative.
The following article shares one practitioner’s journey to uncover new models and expand his changemanagement toolkit. Changemanagement models. I am a process guy by training, but I make my living from changemanagement. The ADKAR® changemanagement course by Prosci. What did I miss?
But the challenge many executives face is that they tend to focus on how their particular area aligns with overall goals, to the exclusion of other facets of the organization. Is your IT organization doing all it can to build strong alignment with business leaders and colleagues?
You’re a human-centered leader working to create a courageous, speak-up culture filled with psychological safety. A culture where employees feel invited and encouraged to speak up and share their ideas and express their concerns. How to Include Your Reluctant Employees in Your Speak-Up Culture. Silent Ponderous.
AI investment and pressure grew upward As AI has moved from emerging to mainstream, and organizations matured in their ability to harness AIs potential over the past year or two, CEOs now expect less experimentation and more AI projects that deliver outcomes with measurable business value. They have that situational awareness.
We have around 250 applications across the organization, and they all create massive amounts of data,” he says. So they set out to build a customer data platform (CDP) capable of aggregating, cleaning, and organizing data. But the information wasn’t doing anything for them.
A recent study by the Association for ChangeManagement Professionals (ACMP) shows that 73% of changemanagement professionals surveyed also have other, non-change-related job duties. Using changemanagement methods, HR can truly take on the role of facilitator of organizational success.
Influencing change across even a subset of an organization takes a deliberate and continual effort by the individual or team that is trying to make it happen. So what are the activities a changemanager must do to ultimately achieve the desired result for the organization? Employee Engagement. Employee Engagement.
For example, my changemanagement motto is, “Humans prefer the familiar to the comfortable and the comfortable to the better.” I suspect that most organizations have some level of technical debt, but how do we deal with and modernize our legacy systems? During my career I have developed a few mottos.
A phrase often touted as a key step in the change process is “getting buy-in from key stakeholders.” The concept is usually interpreted as gaining permission from managers to implement change in their areas. Managers are the molders of culture and the guardians of the status quo. Communication.
So building a cohesive internal culture is integral to IT success, as well as achieving personal and professional goals. What supports our organizational strategy from technology is building an engineering culture, being customer-obsessed and outcome-focused, and simplifying and modernizing our technology stack.
With emerging technologies like Gen-AI keeping organizations in a flurry of new implementations, a rapidly shifting CIO role, new innovations testing budgets and adaptability of organizations and increasing competition, a competent CIO is the ace that can change the game.
As I gear up for my presentation at the Adobe Summit this March, Ive been reflecting on the transformative potential of a well-executed content supply chainand the hurdles large organizations face in making it a reality.
Here, CIO Patrick Piccininno provides a roadmap of his journey from data with no integration to meaningful dashboards, insights, and a data literate culture. But more than anything, the data platform is putting decision-making tools in the hands of our business so people can better manage their operations.
Pre-pandemic, high-performance teams were co-located, multidisciplinary, self-organizing, agile, and data-driven. As many organizations were accelerating digital transformation initiatives, the higher-performing teams excelled at changemanagement and agile planning practices. What is a high-performance team today?
Fundamentals of ChangeManagement. How to Design and Influence Change at Work. Fundamentals of ChangeManagement is a foundational course for anyone who influences change at work. Clients have successfully applied Enclaria’s changemanagement methodology on projects as diverse as: System installation.
AdaptiveION co-founders Steve Davis and Ken Spangler are two former technology executives who know what it takes to build and lead a highly adaptive organization capable of thriving through change or disruption. As a managing director at Accenture, Davis led some of the largest agile transformations at global scale.
Additionally, CIOs indicate that the lack of alignment between IT and the business is their third biggest challenge within their organization (IDCs CIO Sentiment Survey 2024, n = 395 ). That leaves more than 50% of organizations with some work toward maturing their digital business.
Data provides answers, but people drive change. Culture eats strategy for breakfast.” The famous quote by Peter Drucker is a perfect call out here as no matter how detailed and solid your data-powered vision and strategy are if the people executing it don’t nurture the data culture then your journey is likely to fail.
My guest recounts a fascinating story about gaining agreement on a blueprint for change as she led the initiative for the organization to become a charter school system. My guest shares why candor is so important when you want to influence change. Building a Remarkable Culture. Implementing ChangeManagement at ESPN.
Below are five key issues organizations often have when undertaking agile methodologies to fuel digital transformation. If the organization has little to no trust, especially between software development teams and management or your executives and anyone under them, the transformation of anything will not work,” she said.
As an organizational system grows complex, it hardens through processes, beliefs, mindsets, legacy decisions and culture. However, most change in complex organizations is implemented with a short-term focus on results. The post How to Create a Culture of Change Acceptance first appeared on QAspire.
Over the past few years, CIOs have focused on enabling hybrid work, driving efficiencies through automation, modernizing applications, enabling machine learning predictions, and maturing the data-driven organization. Gartner’s data suggests that, without executive partnership, as many as 88% of CIOs are primed to fall short.
Close to two-thirds (61%) of respondents to Foundry’s 2022 Digital Business research confirmed the global pandemic forced their organization to formulate and execute a digital-first strategy. The title change makes it culturally okay to have conversations outside of IT.
Madrid-based Repsol, a repeat finalist at the 2024 CIO 100 Awards in Spain,has been immersed for years in a process of digital transformationwith the aim to become more multi-energy focused, more customer oriented, and better committed to digitalization, innovation, and talent management.
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