即使转型的业务驱动因素不断发展，有些事情仍然保持不变，其中包括首席信息官经常成为牺牲品的破坏结果的习惯。以下是如何为下一波浪潮做好准备的方法。
在为下一波数字化转型做准备时，首席信息官必须展示技术投资对短期业务的影响，并实现更大的创新目标，从而发展组织的业务模式。但也许更重要的是，他们必须从之前的重大数字胜利中吸取教训，避免重复导致转型失败或落后于预期的频繁错误。
到 2020 年，第一波数字化转型的业务驱动因素是目标增长、数据功能、云迁移和提供有竞争力的技术功能。在过去几年中，首席信息官们一直专注于实现混合工作、通过自动化提高效率、实现应用程序现代化、实现机器学习预测以及使数据驱动型组织成熟。随着生成式人工智能现在成为数字化转型的重中之重，2023-24 年将标志着人工智能驱动转型时代的开始。
即使每个数字时代的驱动因素都在不断发展，首席信息官仍然可能通过定制解决方案或优先考虑过多的 KPI 来破坏转型。或者，他们可以通过优先考虑力量倍增计划来加速转型，例如调整数据科学和数据治理计划，或利用 AIops 功能改进 IT 运营。尽管如此，无论战略目标如何，某些问题都会一次又一次地浮出水面，从而影响业务成果。根据我与行业领导者的对话，以下是首席信息官需要避免的最致命的数字化转型罪，以确保下一波计划真正改变他们的组织。 数字化转型网www.szhzxw.cn
1. 专注于技术，而不是业务成果
根据 Gartner 最近的一项调查，最关键的数字化转型成果是在客户和员工体验方面表现出色。不幸的是，调查还发现，只有 12% 的 CIO 是“特许经营者”，他们“与 CxO 同行共同领导、共同交付和共同管理数字计划”。
如果没有业务主管作为合作伙伴，就很难从任何技术投资中实现业务成果。Gartner 的数据表明，如果没有高管合作，多达 88% 的 CIO 注定会达不到要求。
“很少有公司意识到组织结构和文化在推动转型方面所发挥的作用，而是只专注于技术，”Infosys高级副总裁兼数据、分析和人工智能全球主管Sunil Senan说。
通过专注于技术，首席信息官可以实现过渡性成果，例如通过迁移到云来提高基础架构敏捷性，或者通过将传统系统升级到 SaaS 来改善用户体验。但是，转型计划要求企业领导者重新思考客户的优先事项、运营以及技术可以在哪些方面成为竞争游戏规则的改变者。 数字化转型网www.szhzxw.cn
“为了实现数字化转型目标，公司必须建立结构性双元性，专注于适合当前结构和模式的短期效率机会，但也要寻求可能需要结构和文化变革的业务中长期不连续的扩张机会，”Senan建议。
2. 优先考虑一切，而忽视市场趋势和客户需求
第二宗罪是利用数字化转型来升级每个遗留系统并解决所有累积的技术债务。首席信息官不能优先考虑所有事情，必须超越技术风险、成本、安全漏洞和效率低下，而是将目标锁定在能够带来最大客户价值并与竞争趋势保持一致的投资上。
BlueOrange首席执行官Josh Miramant表示：“公司犯的最大错误之一就是一次处理太多问题，而数字化转型植根于精心设计的组织变革管理。“人们通常雄心勃勃地解决所有或大多数问题，但这可能会将系统用户抛在后面。如果一个完美的解决方案不是围绕用户设计的，那么它就没有价值。
Mphasis 的首席解决方案官 Srikumar Ramanathan 也犯了一个相关的罪过：当 IT 部门对范围设置了太高的标准时，需要很长时间才能实现，并且无法提供增量客户改进。他说：“最成功的数字化转型侧重于在三到六个月的短周期内对客户和员工等利益相关者产生影响。
强调建设多于购买的转型也可能是这里的问题。Ascend.io 创始人兼首席执行官 Sean Knapp 表示：“创新成本高昂，首席信息官应该通过劝阻那些不能为企业提供巨大价值的无差别构建项目，同时大力奖励选择性和战略性创新来驾驭数字化转型的文化方面。 数字化转型网www.szhzxw.cn
首席信息官必须首先从客户需求开始，将其与当前的技术限制相匹配，寻求简单的实施方法，在短迭代中提供功能，并捕获客户反馈以调整优先级。
3. 从一开始就忽视变更管理
将沟通作为事后的想法，并在新功能准备好部署之前解决变更管理问题是转型失败的另一个秘诀。
“在进行数字化转型时，高管们往往没有考虑到与员工进行清晰沟通的必要性，”SADA董事总经理John Veltri说。“当谈到企业创新时，大多数员工都很兴奋，但重要的是要认识到，一小部分人可能会担心他们将如何与同事沟通和协作，他们将如何完成日常任务，在某些情况下甚至担心他们的工作保障水平。
IT 喜欢解决方案和实施，尤其是当一些潜在的技术限制植根于遗留系统和技术债务时。此外，业务利益相关者通常要求快速获得结果。这通常会导致团队感到压力，需要深入实施，错过关键的沟通步骤，并在数字化转型计划开始时跳过构建变更管理计划。让团队从右脚开始的一个简单步骤是在开始之前记录并与利益相关者和选定的最终用户沟通愿景声明。 数字化转型网www.szhzxw.cn
4. 期望 IT 领导者知道如何领导转型计划
在我最近的著作《数字开拓者》（Digital Trailblazer）中，我建议首席信息官培训和指导领导者，以推动转型计划。这些领导者通常来自 IT 背景，例如产品管理、项目管理、应用程序开发、数据科学和 IT 运营。他们将成功地管理技术计划，但可能没有信心或经验来领导转型计划并交付成果。
当首席信息官不考虑培养这些领导者的信心以应对他们在转型计划中将面临的许多挑战所需的指导、培训和支持时，他们就会对他们的副手造成伤害。他们将如何了解客户需求、管理相互冲突的优先事项、根据愿景调整自组织团队、监督变革管理或处理批评者？
与早期的数字化转型浪潮相比，培养一支由数字开拓者组成的领导团队是一项更大的挑战，因为混合工作、人才短缺以及此类计划越来越多地涉及广泛的框架和最佳实践。不推动标准工作方式或治理模式的首席信息官可能会发现团队正在争论采用哪些敏捷框架，关注哪些DevOps工具，或者如何将设计思维实施到他们的路线图中。 数字化转型网www.szhzxw.cn
对于首席信息官来说，将学习计划限制在技能发展上，并将领导力发展留给首席人力资源官监督，这事关重大。首席信息官的一种方法是与首席人力资源官合作，投资于变革型领导力计划，并制定企业未来工作的愿景。
5. 假设自组织团队将满足安全性和合规性要求
如今，监管和安全风险与以往一样高，企业还引入了可持续发展目标、多元化目标和其他 ESG 要求，创新领导者必须在数字化转型计划中考虑这些要求。假设参与推动创新的每个人都精通所有监管和安全约束，这是一种罪过，会产生相当大的影响。
期望自组织敏捷团队的开发人员、数据科学家和用户体验专家拥有所有必需的知识和最佳实践可能会导致重大风险和实施挫折。首席信息官必须确保安全和合规专家能够参与进来，并与参与数字化转型计划的所有团队进行有效协作。 数字化转型网www.szhzxw.cn
安永技术咨询负责人Andres Velasquez表示：“整个企业之间互联高效的协作是了解技术变革的作用、用例以及应对这些变革的正确方法的基础。“理想情况下，该组织将专注于将工作方式制度化，以简化企业的职能、技术、数据和变更管理团队如何试验和学习新技术。”
6. 在没有战略或数据治理的情况下投资人工智能
生成式人工智能似乎是未来几年首席信息官的基本优先事项，但正如Semarchy首席增长官Brett Hansen所说，“与任何新技术一样，需要应用深思熟虑、务实的方法。
值得庆幸的是，首席信息官在这方面拥有丰富的经验，正如Exasol首席执行官Joerg Tewes所解释的那样：“企业一直需要将大量数据转化为可操作的见解。虽然从理论上讲，人工智能将加速这一过程，但细节保持不变。
但是，关于首席信息官之前在提供数据驱动能力方面所做的工作有多少将转化为下一个机器增强时代，仍然存在争议。 数字化转型网www.szhzxw.cn
“那些认为自己可以利用人工智能作为现有数字化转型战略的附加装置的组织注定要失败，”多米诺数据科学战略和布道主管Kjell Carlsson说。“人工智能是一套完全不同的技术，需要单独的策略和能力。
其中一个关键方面是数据管理。“在开始复杂的数字化转型之旅之前，领导者必须评估其数据的可行性，并实施全面的清理和管理策略，以确保数据的准确性和完整性。否则，人工智能将基于不完整或不准确的假设，从而对组织造成潜在的灾难性后果，“汉森说。
Tewes说，随着人工智能越来越受到依赖，组织问题可能会放大问题：“为了最大限度地降低复杂性并创造协同效应，CIO和CDO必须向CEO报告。这三者必须协调业务和数据管理战略，并辅以简化的数据和分析功能。
很多时候，数字计划并不能完全满足成功的潜在数据管理需求，而随着人工智能的日益普及，这些要求及其实现方式可能会发生变化。此外，如果你做得不好，数据战略的不一致性，特别是与数据治理和在哪里分配领导责任有关的不一致，将再次困扰你。
7. 在没有传达路线图的情况下宣布数字化转型是一段旅程
许多首席信息官会说，“数字化转型是一段旅程”，但他们是否都愿意沟通并更新该旅程的路线图？
路线图为员工提供了方向感、目标解释，并传达了战略重点。他们通常指出业务目标、计划投资、并购可能性，并分享对旅程将走向何方的愿景，以及沿途的停靠点：目标技术类型、计划日落的技术、时间安排、计划集成、优先功能和目标交付时间表。 数字化转型网www.szhzxw.cn
“我们在组织进行数字化转型时看到的更常见的失误之一是低估了所涉及的决策疲劳，”Regpack 首席执行官 Asaf Darash 说。在这里，路线图有助于限制决策类型，在需要时限制选项。
然而，首席信息官应该提防在常春藤塔中制定路线图，而不要深入了解客户需求和利益相关者的业务目标。同样重要的是花时间与技术人员一起了解有关现代化架构、技术平台和 AI/ML 功能的更多信息。
“有效的 IT 领导者必须对基层正在做的事情感兴趣，以推动成功的数字化转型，”Observe 首席执行官 Jeremy Burton 说。“如果 IT 领导者不关注这些新技术（如微服务、持续交付、云原生基础设施和 AI）的细节和业务影响，他们就会落后。” 数字化转型网www.szhzxw.cn
无论数字化转型是一段旅程还是一项核心组织能力，首席信息官都应该与领导者一起进行学习回顾，以避免重复过去的问题和致命的罪恶。
英文原文：
7 sins of digital transformation
Even as business drivers for transformation evolve, some things stay the same — and that includes the outcome-derailing habits CIOs too often fall prey to. Here’s how to right yourself for the next wave.
As CIOs prepare for the next wave of digital transformation, they must demonstrate shorter-term business impacts from technology investments and achieve larger innovation goals that evolve the organization’s business model. But perhaps more importantly, they must learn from their previous big digital wins — and avoid repeating all-too-frequent mistakes that cause transformations to fail or lag behind expectations.
Business drivers for the first wave of digital transformation through 2020 targeted growth, data capabilities, cloud migration, and delivering competitive technology capabilities. 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. With generative AI now a firm digital transformation priority, 2023-24 will mark the beginning of an AI-driven transformation era. 数字化转型网www.szhzxw.cn
Even as the drivers for each digital era evolve, CIOs can still derail transformation by customizing solutions or prioritizing too many KPIs. Alternatively, they can accelerate transformation by prioritizing force-multiplying initiatives such as aligning data science and data governance programs or improving IT operations with AIops capabilities. Still, certain issues surface time and time again to trouble business outcomes regardless of the strategic objectives. Based on my conversations with industry leaders, here are the most deadly digital transformation sins CIOs need to avoid to ensure this next wave of initiatives truly transforms their organizations.
1. Focusing on the technology, not business outcomes
According to a recent Gartner survey, the most critical digital transformation outcome is to excel at customer and employee experiences. Unfortunately, the survey also finds that only 12% of CIOs are “franchisers” who “co-lead, co-deliver, and co-govern digital initiatives with their CxO peers.”
It’s hard to deliver business outcomes from any technology investment without business executives as partners. Gartner’s data suggests that, without executive partnership, as many as 88% of CIOs are primed to fall short.
“Few companies realize the role that organizational structure and culture play in driving transformation, and instead focus solely on the technology,” says Sunil Senan, SVP and global head of data, analytics, and AI at Infosys.
By focusing on technology, CIOs can deliver transitionary results, such as improving infrastructure agility by migrating to the cloud or improving user experiences by upgrading legacy systems to SaaS. But transformation initiatives require business leaders to rethink customer priorities, operations, and where technology can be a competitive game-changer.
“To meet digital transformation goals, companies must build structural ambidexterity, focus on short-term efficiency opportunities that fit the current structure and model, but also pursue medium- to long-term discontinuous expansion opportunities in business that potentially would require structural and cultural changes,” Senan advises. 数字化转型网www.szhzxw.cn
2. Prioritizing everything while ignoring market trends and customer needs
The second deadly sin is to use digital transformation as a calling to upgrade every legacy system and address all accumulated technical debt. CIOs can’t prioritize everything and must look beyond the technology risks, costs, security gaps, and inefficiencies to instead target investments that will deliver the most customer value and align with competitive trends.
“One of the biggest mistakes companies make is tackling too much at once, and digital transformation is rooted in well-designed organizational change management,” says Josh Miramant, CEO of BlueOrange. “There’s often ambition to address all or most problems, but that can leave the system user behind. A perfectly built solution is of no value if it’s not designed around the users.”
Srikumar Ramanathan, chief solutions officer at Mphasis, shares a related sin: when IT sets too high a bar on scope that takes too long to achieve and fails to provide incremental customer improvements. “The most successful digital transformations focus on creating impact to stakeholders like customers and employees within a short cycle of three to six months,” he says.
Transformations that emphasize more building than buying can also be at issue here. “Innovation is expensive, and CIOs should navigate the cultural aspects of digital transformation by discouraging nondifferentiated build projects that don’t provide outsized value for the business while greatly rewarding selective and strategic innovation,” says Sean Knapp, founder and CEO of Ascend.io.
CIOs must start with customer needs first, map them to current technology limitations, seek simple implementation approaches, deliver capabilities in short iterations, and capture customer feedback to adjust priorities. 数字化转型网www.szhzxw.cn
3. Neglecting change management from the start
Leaving communications as an afterthought and addressing change management just before new capabilities are ready to deploy is another recipe for transformation failure.
“When undergoing a digital transformation, executives often fail to consider the need for clear communication with their employees,” says John Veltri, managing director at SADA. “When it comes to enterprise innovation, most employees are excited, yet it is important to recognize that a small percentage may be concerned about how they will communicate and collaborate with their peers, how they will complete their day-to-day tasks, and in some cases even worry about their level of job security.”
IT loves solutioning and implementing, especially when some underlying technical limitations are rooted in legacy systems and technical debt. In addition, business stakeholders often demand fast results. This often results in teams feeling pressure to dive into implemention, miss key communication steps, and skip building a change management program at the start of a digital transformation initiative. One easy step to get teams started on the right foot is to document and communicate a vision statement with stakeholders and selected end-users before beginning.
4. Expecting IT leaders to know how to lead transformation initiatives
In my recent book, Digital Trailblazer, I advise CIOs to train and mentor leaders to drive transformation initiatives. These leaders often come from IT backgrounds, such as product management, program management, application development, data science, and IT operations. They will have succeeded in managing technology initiatives but may not have the confidence or experience to lead transformation initiatives and deliver outcomes. 数字化转型网www.szhzxw.cn
When CIOs don’t consider the mentorship, training, and support required to develop these leaders’ confidence to handle the many challenges they will face during transformation initiatives, they are doing their deputies a disservice. How will they learn customer needs, manage through conflicting priorities, align self-organizing teams on vision, oversee change management, or handle detractors?
Growing a leadership team of digital trailblazers is a greater challenge today than during earlier digital transformation waves due to hybrid working, talent shortages, and the wide range of frameworks and best practices increasingly involved in such initiatives. CIOs that don’t drive standard ways of working or governance models may find teams debating which agile frameworks to adopt, what devops tools to focus on, or how to implement design thinking into their roadmaps.
There’s too much at stake for CIOs to limit learning programs to skill development and to leave leadership development for CHROs to oversee. One approach for CIOs is to partner with the CHRO on investing in transformational leadership programs and developing a vision of the enterprise’s future of work. 数字化转型网www.szhzxw.cn
5. Assuming self-organizing teams will meet security and compliance requirements
Regulatory and security stakes are as high today as they’ve ever been, with enterprises also introducing sustainability goals, diversity objectives, and other ESG requirements that innovation leaders must factor into digital transformation initiatives. Assuming everyone involed in driving innovation is well versed in all the regulatory and security constraints is a sin with considerable ramifications.
Expecting developers on self-organizing agile teams, data scientists, and user experience specialists to have all the required knowledge and best practices can lead to material risks and implementation setbacks. CIOs must ensure security and compliance experts are plugged in and collaborate effectively with all teams involved in digital transformation initiatives.
“Connected and efficient collaboration across the enterprise is foundational to understanding the role of technology change, the use cases, and the right approaches to them,” says Andres Velasquez, technology consulting principal at EY. “Ideally, the organization will focus on institutionalizing ways of working that streamline how the business’s functional, technology, data, and change management teams experiment with and learn from new technologies.”
6. Investing in AI without a strategy or data governance
Generative AI looks to be a foundational priority for CIOs over the next few years, but as Brett Hansen, chief growth officer at Semarchy, says, “like any new technology, a thoughtful, pragmatic approach needs to be applied.” 数字化转型网www.szhzxw.cn
Thankfully, CIOs have a wealth of experience here, as Joerg Tewes, CEO of Exasol, explains: “Businesses have always needed to transform their massive amounts of data into actionable insights. While AI will, in theory, accelerate the process, the particulars remain the same.”
But debate remains about how much of CIOs’ prior work in delivering data-driven capabilities will translate to the next machine-enhanced era.
“Organizations who think they can leverage artificial intelligence as a bolt-on to their existing digital transformation strategies are doomed to failure,” says Kjell Carlsson, head of data science strategy and evangelism of Domino. “AI is a fundamentally different set of technologies that requires a separate strategy and capabilities.”
And a key facet of that is data management. “Before embarking on a complex digital transformation journey, leaders must assess the viability of their data and implement a comprehensive cleansing and management strategy to ensure data is accurate and complete. Otherwise, AI will base its outputs on incomplete or inaccurate assumptions, leading to potentially disastrous ramifications for the organization,” Hanson says. 数字化转型网www.szhzxw.cn
Also at issue are organizational issues that could magnify problems as AI becomes increasingly relied on, says Tewes: “To minimize complexity and create synergies, the CIO and CDO must report to the CEO. All three must align business and data-management strategies, complemented by streamlined data and analytics capabilities.”
All too often, digital initiatives don’t do full justice to the underlying data management needs for success, and those requirements — and how they are accomplished — may be changing as AI is increasingly brought on board. Moreover, nonalignment on data strategy, especially as pertains to data governance and where to assign leadership responsibilities, will come back to haunt you if you don’t get it right.
7. Declaring digital transformation a journey without communicating a roadmap
Many CIOs will say, “Digital transformation is a journey,” but do they all readily communicate and update that journey’s roadmap? 数字化转型网www.szhzxw.cn
Roadmaps give employees a sense of direction, an explanation of purpose, and convey strategic priorities. They often indicate business objectives, planned investments, M&A possibilities, and share a vision of where the journey will lead, along with the stops along the way: target technology types, technologies with planned sunsets, timing, planned integrations, prioritized features, and target delivery timelines.
“One of the more common missteps we see with organizations going through a digital transformation is underestimating the decision fatigue involved,” says Asaf Darash, CEO of Regpack. Here, roadmaps help constrain the types of decisions, when they are needed, and limit the options.
CIOs should beware of developing roadmaps in an ivy tower, however, without getting into the weeds to understand customer needs and stakeholder business objectives. Equally important is spending time with technologists to learn more about modernized architectures, technology platforms, and AI/ML capabilities. 数字化转型网www.szhzxw.cn
“Effective IT leaders must take an interest in what’s being done at the ground level to drive a successful digital transformation,” says Jeremy Burton, CEO of Observe. “If IT leaders don’t sweat the details and the business impact of these new technologies, such as microservices, continuous delivery, cloud-native infrastructure, and AI, they’ll fall behind.”
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