A survey released by Gartner this year exposed the urgent circumstances of leaders needing to rely on support to ensure a proper digital change in their companies.
The survey showed that CIOs need to push executives to commit to digital change before it’s too late, stating that while 62% of executives have management initiatives or transition plans, the expectations for digital management have changed as the difficulties, costs and realistic benefits get clearer.
Mark Raskino, a Gartner Fellow in the CEO and Digital Business Leadership research team, believes the current climate and situation is the push CEOs need from CIOs to be convinced to commit to digital business change.
“Chief executives need to really get a grip on long deep disciplined journeys for digital business change, and their CIOs need to help with that,” said Raskino.
These journeys are required to start sooner rather than later, as a potential recession and declining faith in big tech continue to rise and complicate the lives of all people employed in the tech industry.
Gartner took 460 business leaders who were in organisations that made more than $50 million in annual revenues for this survey, asking them which C-suite roles were driving and which were getting in the way of digital business change initiatives. CIOs came out as the top driver.
“CIOs need to be confident about their own ability to help lead the rest of the leadership team and then go to talk to each and every one of them individually about what they understand digital to be,” said Raskino.
The notion that only specialists are responsible for their organisation’s data and technology, when virtually all workers are involved in the acquisition of data or the management of technology, is finally becoming the outdated idea it always has been.
Digital developments have changed how businesses handle products, services and models, which means one person cannot handle the sheer amount of responsibility a business must handle with regard to tech.
“The CIO has to go around the whole top table asking themselves are my colleagues really as capable as they should be, and as confident as they should be for the digital journey ahead,” said Raskino.
Once their aims are understood, CIOs can begin to construct the best support, training and peer mentoring to facilitate the handling of technology in a company.