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    DIGITAL IT: 100 Q&As
    DIGITAL IT: 100 Q&As
    DIGITAL IT: 100 Q&As
    Ebook532 pages5 hours

    DIGITAL IT: 100 Q&As

    By Pearl Zhu

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    About this ebook

    The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.
    LanguageEnglish
    PublisherLulu.com
    Release dateApr 3, 2017
    ISBN9781365868061
    DIGITAL IT: 100 Q&As

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      Book preview

      DIGITAL IT - Pearl Zhu

      DIGITAL IT: 100 Q&As

      Digital IT

      100 Q&As

      Pearl Zhu

      Copyright @2017 Pearl Zhu

      All rights reserved. No part of this book may be reproduced, stored, or transmitted by any means –whether auditory, graphic, mechanical, or electronic –without written permission of both publisher and author, except in the case of brief excerpts used in critical articles and reviews. Unauthorized reproduction of any part of this work is illegal and is punished by law.

      ISBN: 978-1-365-86806-1

      Contents

      Introduction

      Chapter 1 Digital IT Leadership Q&A

      Chapter 2 Digital IT Fitness Q&As

      Chapter 3 Digital IT Innovation Paradox Q&As

      Chapter 4 Digital IT Management Dilemmas

      Chapter 5 Digital IT Potential Q&As

      Chapter 6 Digital IT Priority Q&As

      Chapter 8 Digital IT Performance Q&As

      Chapter 7 IT-Business Gap Q&As

      Chapter 9 Digital IT Branding Q&As

      Chapter 10 Digital IT Talent Management Q&As

      Conclusion

      Acknowledgement

      About the Author

      Introduction: Digitizing IT via Healthy Debating

      Healthy debating enforces critical thinking principles - looking at things from the different angles, with increased perspective and less prejudgment.

      100QandAs.jpg

      Figure 1 Digital IT - 100 Q&As

      Nowadays information is the lifeblood, and the emergent technology is more often the business disruptor. Due to the changing nature of information and technology, IT is always in the dynamic environment creating unexpected situations and requiring quick and appropriate responses based on the conditions. IT is at the crossroad due to the exponential growth of information and disruptive nature of digital technologies. It is the time to reimagine IT via inspiring critical and creative thinking and spurring healthy debating. The healthy debates, in fact, help the business and IT do more reflection via pondering deeper and understanding things from multidimensional angles. Because debating is a type of critical thinking activity. Critical thinking is a basic form of organized thought specifically used to frame the right questions, identify the real problems, and discover better ways to do things.

      From IT management and innovation perspective, there’re quite a few classic IT debates last decades-long and emergent digital debates rise on the horizon: Does IT still matter? What will happen to the CIO role? What is the nature of the digital IT leadership and what is the primary role of the CIO in harnessing the IT leadership? What is IT role in your company? What is the real business value of IT? Is IT a cost center or value creator? Business vs IT: Where do you stand for? Is IT/business siloing a chronic problem in many organizations? When should IT lead, when should IT follow? How will IT have to change? Are you there to just keep the lights on, or is IT expected to actively take part in strategic and tactical decisions? In essence, are you focused on projects or infrastructure? What kind of people should be working in your IT group? Do you want techies, business gurus, project-oriented people? What rough percentage of each? How is IT performance as an organization evaluated by the rest of the company? How will you measure success., etc.

      The purpose of "Digital IT-100 Q&As " is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.

      Digital IT intro.png

      Figure 2 Digital IT -100 Q&As Book Introduction

      Chapter 1 Digital IT Leadership Q&A: Due to the abundance of information and omnipresence of technologies, IT plays a pivotal role in the business’s digital transformation journey. Therefore, digital CIOs have to wear multiple hats and play different roles in the information-abundant organizations today. Nowadays, the CIO is not just leveraging IT to keep the lights on, but managing information to ensure the right people getting the right information at the right time to make the right decisions; and it takes the visionary leadership for orchestrating digital transformation journey smoothly.

      Chapter 2 Digital IT Fitness Q&As: The term 'fit' can be interpreted with a degree of variability: Where you want to look for 'fit' is in relation to the growth mindset and values you want to build or maintain within your team, and the kinds of behaviors that you would expect to see as a result of, or in alignment with those values. 'Fit' doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is important is that everyone feels committed to the goals of the team, and are comfortable to bring fresh perspectives with the behavioral expectations associated with those goals.

      Chapter 3 Digital IT Innovation Paradox Q&As: Innovation is the light every forward-looking organization is pursuing. However, for most businesses, innovation is still serendipitous, not so many people like innovation, because innovation stands for risk, and that associated with trouble, Innovation management has an overall very low success rate. It is crucial to examine the causes of failure in innovation, the gaps, and pitfalls on the way, to spur healthy debates about innovation paradox. The objective is to raise awareness of what’s needed to improve the probability of innovation success and make the innovation journey more delightful.

      Chapter 4 Digital IT Management Dilemmas: Technology is pervasive, business initiatives, changes, and transformation today nearly always involve some form of technology implementation or information analysis; IT touches both hard business processes and soft human behaviors. However, managing a highly effective IT is not an easy job, IT leaders have to overcome many change management roadblocks and deal with quite a few of IT management dilemmas in transforming from a cost center to value creator, from a support desk to a strategic business partner; and from a back office function to an innovation brain yard.

      Chapter 5 Digital IT Potential Q&As: Traditional IT organizations are perceived as the cost center, running in an inside-out operation driven mode. Nowadays, with the exponential growth of information and lightweight digital technologies, forward-looking organizations across industrial sectors claim they are in the information management business, and there is a high expectation of IT to drive changes and lead the digital transformation. Therefore, the invisible divide IT vs. business needs to go away, and CIOs should market themselves and advocate IT as an integrated component -the business backbone or the digital brain of the company, in order to unleash the full potential of digital IT, and run IT as an innovation engine and revenue generator for the business.

      Chapter 6 Digital IT Priority Q&As: Modern businesses can often get trapped into busyness, overwhelmed with too many projects or change initiatives, and overloaded with the operation and short-term business concerns. Prioritization starts with a right mindset -first of all, corporate leaders have to craft an executable strategy, a good strategy can map business goals with employee goals systematically, laser focus on the most critical challenge the business needs to overcome, and also engage employees by co-setting their work goals which are stretch out, but not too stressful. A high performing business can manage both their talent and resource effectively via prioritization and optimization.

      Chapter 7 IT-Business Gap Q&As: The very characteristic of the digital era is hyperconnectivity. On one hand, digital technology trends such as IT consumerization shrink the IT-business gap; however, the collective mindsets, cultures, and accelerated change gaps between business and technology are not shrinking, because each part of the business evolves digital transformation with the different speed. In fact, bridging the gap between IT and the business is the issue of all about change. It is important to integrate the steps, processes, tools and products that organizations use to effect the transformation from strategy to deployment.

      Chapter 8 Digital IT Performance Q&As: IT metrics need to evolve to something that matters to the business audience, at the same time that business sentiment needs to get put into something more tangible. Selecting the right key performance indicator is one of the most important steps in measurement because this process includes to answering why you are choosing that, how you will use them and whether you have enough resources to manage data. Always attempt to identify areas in which measurable improvements can be realized, providing demonstrable value is essential, in some instances, these areas have been low-hanging fruit. Your measures should cover all areas that contribute to value creation including service quality, employee engagement, customer satisfaction, innovation benefit, and financial outcomes.

      Chapter 9 Digital IT Branding Q&As: A high-performing, high-reliable and high-proactive IT is the key success factor for the digital transformation of the business. IT branding needs to be part of IT transformation effort. With the rate of change is accelerated, it’s very important for the IT organizations to continually do "self-reflection’ upon the business effectiveness, process efficiency, strength and risks, culture, and brand etc. IT is a critical component of the business, commonly IT self-evaluation ability is a reflection on overall business culture within the whole organization. Take a critical look at IT, you need to be honest with yourself about assessing the strengths and weaknesses of IT organization, in order to build a solid IT brand.

      Chapter 10: Digital IT Talent Management Q&As: Due to the evolutionary nature of technology and accelerating speed of business changes, one of the most pervasive and persistent concerns or complaints from IT leaders is the skills gap, such as, their people do not have the right competencies; they can’t find the right skills to fill the positions or their non-IT partners do not understand IT, etc. People are always the most invaluable asset to the organization but often turn to be the weakest link in strategy execution. Unlike the other tangible value of business assets which are more easily measured in a quantitative way, the true value of people, especially today’s high professional knowledge workforces include many tangible and intangible factors. Because people are not just the cost or the resource to be managed, but the capital to be invested in and their potential if unleashed can bring the quantum leap in the business growth.

      Many think we are still living in the era in which the businesses and societies are information-rich and insight poor. The real critical thinking and healthy debate and argument are missing from businesses and society as a whole. In reality, we all bring our own biases and judgments to arguments. Having a debate where people are forced to uphold a view or belief that isn't necessarily their own, enforces critical thinking principles - looking at another belief from a little less emotional perspective, with increased perspective and less prejudgement. Critical thinking is asking questions and debating answers from all perspectives. The more salient points of the ongoing debates, are to brainstorm the better way to do things and run a high mature digital IT organization. Whether it is a debate, argument, interview, investigation or chess game, critical thinking will apply. The debate, when used properly, can be a way to explore critical thinking from a non-biased perspective, re-examine the root causes of IT ineffectiveness, reimagine the digital potential of IT, and reinvent IT as a digital business engine. Critical Thinking plus healthy debating streamline IT leadership journey from good to great, from command and control to innovativeness. The digital leaders today would keep everyone involved and foster an environment of creative thinking and critical thinking, spur healthy debates for innovation, and make a leap of digital transformation.

      Chapter 1 Digital IT Leadership Q&As

      The digital CIO role is like the spinal cord for the organization.

      Digital IT Leadership QAs.png

      Figure 3 Digital IT Leadership Q&As

      Due to the abundance of information and omnipresence of technologies, IT plays a pivotal role in the business’s digital transformation journey. Therefore, digital CIOs have to wear multiple hats and play different roles in the information-abundant organizations today. Nowadays, the CIO is not just leveraging IT to keep the lights on, but managing information to ensure the right people getting the right information at the right time to make the right decisions; and it takes the visionary leadership for orchestrating digital transformation journey smoothly. Transformation means to change the nature of something, albeit that the increasing pace of technological advances has clearly impacted the nature and scope of opportunities, digital transformation represents a break from the past, with a high level of impact and complexity. So, how can IT leaders master the complexity of the digital CIO - plus role in order to lead effortlessly?

      ●        The digital CIO-plus role is like the spinal cord for the organization: Digital IT is stretching up, no longer just dealing with technology challenges, but solving thorny business problems. Though it doesn't mean CIOs will solve every problem on their own; it’s about the leadership capability and the ability to manage business solutions via high-performance IT teams in a structural way; the ability to align the business requirement with the IT capacity; the strong business orientation to bring the benefits of IT to solve business issues. It also means that CIOs are able to constantly and dynamically lead an IT structure that well integrate with businesses and well ahead of the business requirement; the ability to interact with businesses in their processes and pain areas; the ability to bring out not technology driven but business-focused solutions, driving adoption for application going with change management, which is the toughest piece of management. The digital CIO-plus role is like the spinal cord of the organization, integrating various functions, to simplify, unify, and optimize processes across functional boundaries, and often across the entire enterprise. This requires seamless communication and collaboration.

      ●        IT needs to go beyond just playing the background music to support the melody; it's the sheet music: Nowadays, IT has permeated into every core process of businesses and is the key component of differentiated business capability. There needs to be some in-depth technical understanding as well as business acumen. The global digital CIO must be attuned to the business’s IT needs and works with all stakeholders to ensure they have the right tools to execute and the business won’t miss opportunities to grow. IT must always be tuned up to enable business strategy and catalyze business information for the long run. The CIO as a conductor has to lead the in-house musicians and take into account the time lag of the orchestras on another continent. They have to keep the in-house order, and must simultaneously coordinate with distant contributors, otherwise, the music with jar the ears.

      ●        The complex digital CIO role has to follow the simplicity principle to make effective decisions and master IT complexity: Complexity is one of the emerging digital characteristics. IT should keep optimizing its ability and deliver value-added business solutions with speed. Every decision is nuanced and informed by all business factors. More often, the simple decisions are not quite so simple anymore, and more frequently, a long-range strategy is more like wishful thinking than a plan likely to reach fruition. Technically, the complexity of aggregate layers of every internal system is a burden that often causes conflict, and the CIO manages that complexity regardless who builds it. Running a simplified IT means that IT should break down silos, keep the information flow, and optimize its ability, to deliver value-added business solutions with speed.

      Digital is dynamic and complex. Making IT digital transformation is not an overnight sensation, but taking a systematic approach. Effective IT management means understanding every island of the operation and every workflow process thoroughly. It is based on such a comprehensive understanding that a CIO can master the complexity of the role and lead digital transformation seamlessly.

      1 Where do CIOs Come From?

      Ultimate CIO success is about vision, leadership, business acumen, creativity and innovation, strategic insight and beyond.

      Compare to the other executive positions, the CIO position has a shorter history, but a more dynamic role to play due to the continuous changes of information and technology. Although the DNA of CIO is still a bit stereotypical from the variety of industry surveys, the digital trend is that more and more CIOs have diversified experience and colorful background, working across functional and industrial boundaries, from technologists to artists; from entrepreneurs to consultants, from business strategists to talent managers. More specifically, where do CIOs come from and what qualities make a great CIO?

      ●       Combining the prior capability variable with the required leadership skills assessment may shed more light on being a great CIO: There have been a lot of brainstorming and debates about what makes a good CIO? There are of course proponents adamant that CIOs should be squarely grounded in a technical IT background and then there are those that feel CIOs should have a strong business acumen and hence are more likely to succeed in attaining consistently strategic integration between business and IT. The point is that the great CIOs should well mix both technological insight and business acumen to run digital IT today.

      ●       Whether you hire an internal CIO or an external CIO depends on your perspective of IT strategy: It depends on where the organization sees IT and the direction that the organization needs to head towards. Promoting an internal resource into a CIO role is fine if the IT function wants to stick to the current strategy and business culture. However, bringing in an external CIO can provide a transformational approach if the organizations are playing catch up to where they need to get to, or make a radical digital transformation and reinvent IT to be more competitive. It depends on what the organizational leaders see as their most important problem/opportunity and the characteristics of the IT leader that is required to pull it off.

      ●       Most successful CIOs have a good balance of technology and business: It doesn’t so matter where the CIO comes from as long as he or she understands the mission, to drive the business growth and improve IT maturity. Clearly, this requires the CIO to understand both the requirements of the business and the capability of IT to enable it. The CIO is someone who is a good leader with vision and thinks in line with the business and persuades his/her organization down below to align with business goals and objectives, integrate to business capacity, and continuously improve IT maturity.

      ●       CIOs should master strategic thinking, sit at the big table to co-create business strategy: With emergent SMAC (Social, Mobile, Analytics, and Cloud) digital technologies, more and more IT organizations around the globe are engaged in revenue generating initiatives. IT is being seen as both an enabler and driver of business change and digital transformation; hence, it is IT and business integrated with each other as a seamless whole. IT should not be taking a purely subservient role. IT is now so integrated into the businesses irrespective of the industry that in some cases it has actually become the business. So, the CIO should be business strategy oriented, sits on the big table of the company and has the ability to clearly communicate and sell IT projects to non-IT executives. Given the assimilation by digital IT, it may well happen that the CIO role will morph with that of the CEO over time or that CIOs become the next CEOs and it may happen sooner or may be happening already in some of the IT-intensive businesses out there.

      ●       Clearly, the role of IT and that of the CIO is going through some significant changes: We have long known that IT professionals at all levels require an appropriate balance of technical, business, management, industry, and interpersonal skills. It is extremely critical with the emerging IT consumerization trend. A bigger problem is having non-IT professionals understand how best to leverage IT, or that CIOs coming from non-IT usually require a second in command that can serve as the IT champion within the IT organization and they are extremely open minded. However, the commensurate value of the CIO beyond IT rank is being able to better relate to the non-IT executives. It has merit in some enterprises/situations. Regardless of background, a great CIO is a visionary and a good communicator, understand both sides of the business and bridge the gaps effectively.

      Ultimately the CIO's success is about vision, leadership, business acumen, creativity and innovation, strategic planning, strong interpersonal communication skills, team-building, intrapreneurship, passion, commitment, and energy. It's no wonder that truly successful CIOs are a rare breed regardless where they come from!

      2 Is CIO the Leader to Mind the Gap between the Age of Industry and the Era of Digitalization?

      A bridging-like CIO  has the mind to think via a multidimensional lens, the gut to innovate fearlessly; the strategy to lead wisely and the skill to move progressively.

      Digital CIO Role Clarity.jpg

      Figure 4 Digital CIO Role Clarification

      Most of the C-level executives including CIOs are transactional leaders who keep the lights on and focus on the short term quarterly result. Now we are approaching the inflection point in which businesses are facing accelerating changes and can be disrupted even overnight, which CIO should you become - the transactional CIO to keep your hands busy, or the senior advisor style of CIO to spend more time on leveraging business strategy? Are you a gatekeeper to control the legacy IT system and continue to live in industrial silos, or are you the digital pioneer and Chief Innovation Officer to bridge the age of industry and the era of digitalization?

      ●       CIOs need to be the change agents to step into the void of digital leadership: Most CIOs do not realize that they are change agents in their daily functions. It is an inevitable journey even though it is not often recognized. So how do CIOs make an impact on the C-Suite to persuade them about the potential IT can make for their business, either be disrupted, or become the digital disrupter? IT also plays a significant role in shaping the organization’s culture through applying the latest technologies to empower employees working more creatively and productively, and enable cross-functional communication and collaboration; CIOs as the change agent can also scale up the agile manifesto, to improve value-added project success rate across the organizations, and advocate customer-centricity relentlessly.

      ●       The I in CIO’s title represents more as INNOVATION: Innovation is certainly messy but would you agree that it is a key requirement in IT given all the moving parts and strategic changes that happen in business, IT must become the business’s innovation engine because it’s always one of the most critical ingredients in building the business’s differentiate capabilities and improving organizational level maturity. Innovation is squishy. We hear so many people say, we need to be innovative. Or we need to create a culture of innovation. Then - the field dwindles when the discussion comes to how. People that step out and take actions to drive disruption are needed - and often lead to new products and services that are considered innovative. We don't have a choice on innovation. We can choose to direct it rather than just let it happen. And it can happen in so many ways that you can hardly miss. IT has so many issues to tackle. But one constant continues to haunt innovation and it’s value. The ultimate innovation isn't what you do; it's what you deliver for results.

      ●       It’s not lack of innovators, but the lack of the eyes to recognize them and lack of guts to empower them: Talent gap is not fiction, but reality. The right talent with digital fitness may not be easy to get on the bus due to the traditional talent recruiting practices and culture of risk avoidance. In searching for CIOs, the act of identifying innovators is discouraged, CxOs will tell you that innovators are too technical for the boardroom, and then tell you how ineffective their chosen CIOs are. Innovation is messy, inconvenient, hard to quantify and seemingly random, none of which plays well in the board room. Great CIOs exist, but with traditional recruiting practices, they just aren't getting the job smoothly.

      ●        A common challenge for many CIOs seems to be learning the progressive skills: Innovation is crucial; however, it can't be done at the expense of keeping the operations running and progressing. Humanity had long figured out how to represent complex, real-world objects in symbolic languages, including those with only two elements (people and process) before the modern computer were conceptualized. Driving digital change isn't always sexy or groundbreaking. It involves hiring/firing for the right talent, setting up the crucibles to allow for greater innovation within the teams that are close to the product development/ marketing/sales/ distribution teams. Collaborating strategically across lines of business, understanding and speaking as a business executive (not just a technology executive), while having the technical chops and understanding to keep the organization moving are all required - plus that something more that is often hard to put your finger on.

      ●        A bridging-like CIO adds business value for digital transformation: The choice of what would deliver value requires an understanding of the business. CIOs will get a lot more respect when they start showing themselves capable of translating business requirements into business results. The company is growing but is currently strapped for capital, shall you invest in tools to get more utilization out of the current base, or just cut the budget? One is easy (cut), one is harder (utilization), but utilization allows your business to grow and requires positive action. Is that innovative? It sure can be. Innovation is not an end, it's a means to the end.

      CIOs are in the unique position to oversee the business, they need to have the portfolio of skills to lead the digital transformation. Change and innovation are certainly significant, and the CIO's real challenge is how you move the ‘needle’ forward, and really mind the digital gap to accelerate your organization’s digital transformation.

      3 Is Digital CIO a technologist or a business leader?

      The CIO must now wear many hats, and see the forest through the trees.

      Due to the changing nature of technology, the CIO role continues to be shaken up, refined, reinvented and reenergized. The CIO leadership debate is still on, and CIOs also have to do self-reflection continuously: Are you a tactical IT manager or a business strategist? Are you a technology specialist or a specialized generalist? Are you an order taker or a senior business advisor? Are you a technologist or business leader? Are these roles mutually exclusive? If not, shall you, or can you become both?

      ●       Technologist vs. business leader: A technologist is somebody who is a subject expert, a technology specialist who has in-depth knowledge of a specific IT subject. This role requires no leadership, strategic or management abilities. But digital blurs the business and technology, even the SME (Subject Matter Expertise) nowadays should understand the business, and speak the common business language when needed. A business leader is somebody who can lead from the front or behind and has no requirement to get into the bits and bytes of technology details, but with the omnipresence of IT consumerization, all leaders should have a certain level of digital fluency and acquire the necessary knowledge to understand IT better.

      ●       A CIO needs to be a business leader first, technology leader second: A CIO first needs to be as a business leader in strategy deployment to engage the IT role and facilitate in the technologist role. Then in the technology role, A CIO needs to have a sharp mind to leverage business initiatives in artful design using the cloud, mobile, analytics, and wearable technologies. The best CIOs tend to describe themselves as business leaders, and as a result, of that attitude and belief, they align better with the needs of the business. But they have to understand the technology and have to be able to drive technology to a business end. Without either one, you're handicapped. There are many good business leaders who failed because they didn't understand the technology or good technologists are not effective leaders because they didn't have cognizance of the business.

      ●       A CIO's insight of IT must be a mile wider and an inch deeper: The in-depth understanding of IT improves CIO leadership effectiveness in managing the staff and partners. Every CxO should be a business leader. Having strong business and leadership capabilities should be hygiene factors only, not the main differentiator at the C-team level. CIOs should uniquely provide the knowledge of and responsibility for technology, the same as a CFO brings finance knowledge and owns finance/accounting. Technology leaders would not be effective to lead technology-savvy IT staffs if they had little understanding of the technology they are responsible for. They didn't have the technical depth or interest to effectively recruit, understand team and supplier challenges, provide on-the-spot rough estimates to the C-team, sniff out looming technical risk/debt crises and were ignorant of emergent technology waves that could help the business. A CIO's knowledge of technology must be deep enough to offer the business solutions that drive costs low and bring about effective operations. The variety of modern IT technology and their rapid obsolescence assumes that it almost impossible to know all IT technologies. In the best case, the CIO's knowledge of IT must be a mile wide and an inch deep. The CIO, in all fairness, must be a technology leader, who, in an increasingly technology-centric business environment, must make decisions that matter; around strategy and IT. It is a strategy that drives the business. CIOs must anticipate changes to their business and respond before the business comes knocking.

      ●       The CIO must now wear many hats, and see the forest through the trees: In most organizations, the IT leader is positioned to

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