| Without leadership, transformation — we’re dropping the “digital” from no on — is costly wishful thinking. Success and failure are measured in many ways, but having a clear vision, quick reactions to market shifts, and healthy cultural buy-in are prerequisite. Having the right framework in place is expected, otherwise the odds are heavily stacked against you.
Transformation is a euphemism for reinvention, and if you missed her feature back in March about ways to shed dead weight, Mary Pratt discussed some key instructions for your business to truly stay in the game. Spoiler alert: Speed and agility are key.
Accelerating pace is one thing, but in today’s feature, however, Pratt focuses on getting the right mix of IT and business stakeholders at the blueprint stage of transformation to reduce the risk of tripping up when things speed up.
“When you talk about real enterprise transformation, endemic transformation, it needs to be inherently cross-functional,” says Dave Borowski, senior partner at digital services firm West Monroe. “And the fear I have is that if it resides in one functional domain — whether it’s the CIO or CFO or COO — it takes on the persona of that function and the results that that business function cares most about.”
Perhaps it’s time to bring in the chief transformation officer.
| | Carl Friedmann, Executive Regional Editor, CIO |
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