成为首席信息官CIO已经不像以前那样了——这是一件好事。如今，首席信息官CIO的职权范围远远超出了技术优先级，而是针对关键业务指标交付的责任。技术战略已成为商业战略。因此，根据德勤最近的一项调查，40%的首席执行官表示首席信息官CIO是他们的首要合作伙伴也就不足为奇了。
随着首席信息官CIO在组织中扮演这一不断发展的角色，他们也必须推进自己的思维。以下是首席信息官在明年及以后蓬勃发展时必须牢记的三个关键领域：
1. 更快地创造商业价值
直到最近，技术在很大程度上还被视为推动者。虽然技术的价值从未受到质疑，但长期以来，组织一直在努力用业务合作伙伴理解的术语来证明它 – 例如收入，利润和客户NPS。
这种情况正在改变。如今，在 COVID-19 大流行和过去几年的许多其他中断的引发下，越来越多的组织了解数字化转型与价值创造之间的关系。为了反映这一转变，95%的首席执行官正在推行数字优先战略。数据说明了原因。根据分析公司Valoir Research的数据，数字优先公司的收入增长是非数字公司的两倍。
对于首席信息官CIO来说，这些变化虽然令人振奋，但需要专注于对能够更快地交付业务成果的技术进行投资。这需要仔细跟踪整体业务目标并对结果负责。
2. 促进员工体验和客户成长
今天，每个人都在从事服务业务。是的，这包括首席信息官。
随着远程和混合工作成为常态，员工体验已经数字化。从面试和入职到协作、学习和发展——技术已成为将组织凝聚在一起的粘合剂。鉴于首席信息官有责任制定团队所依赖的工具背后的战略，很明显，他们在定义员工体验和为组织创造人才优势方面发挥着核心作用。
除了利用顶尖人才外，员工体验还直接影响客户体验，这已成为组织吸引和留住客户的核心。随着越来越多的企业宣布客户体验现在是其组织的主要竞争优势，首席信息官有责任确保他们做出正确的技术决策，使员工能够提供客户想要的体验。
3. 通过自动化推动创新
对于世界各地的企业来说，这是一个充满挑战的时刻。在内部，组织正在经历一个极其复杂的时代，需要不同的团队和员工以新的、协作优先的方式一起工作。外部环境同样令人担忧：高通胀、供应链受限、人才短缺和混合工作都促使组织加强对其运营的审查。当前的商业环境正在创造对能够解决这些前所未有的挑战的全新创新的巨大需求。首席信息官在利用技术提高组织内的创新能力方面处于独特的地位。
他们应该关注的一个关键领域是自动化。考虑自动化在帮助组织从现有内部资源中提高效率方面可以发挥的作用。例如，运营团队不断收到大量客户和员工请求。通过自动化这些流程的大部分，例如为常见任务提供自助服务工具，组织可以更好地为客户提供服务，并解放团队，让他们专注于可以推动增长的更具战略性的业务部分。
自动化连接现代、传统或非结构化数据源的独特功能可以帮助组织降低复杂性、增强弹性并加速创新。事实上，2022 年摩根大通首席信息官CIO调查发现，首席信息官CIO正计划加快 IT 采购和数字化转型，以提高效率、消除技术债务并为未来投资。
首席信息官CIO大放异彩的时刻：
在过去的一年里，实验已经退居次要地位。随着组织驾驭当今复杂的宏观环境，他们需要将投资重点放在能够更快地交付业务成果的技术上。首席信息官在领导这一转变方面发挥着重要作用。
英文原文：
Today’s Blueprint for CIO success: A Shift in Mindset
Chief information officers can help lead organizations through today’s complex macro environment, if they broaden their purview to areas that deliver business outcomes faster.
Being a chief information officer isn’t what it used to be — and that’s a good thing. CIOs today have a larger remit that goes far beyond technology priorities, into responsibilities that deliver against critical business metrics. The technology strategy has become the business strategy. So, it’s no surprise that 40% of CEOs say that the CIO is their top partner, according to a recent Deloitte survey.
As CIOs take on this evolved role in their organizations, they must also advance their thinking. Here are three critical areas CIOs must keep top of mind to thrive in the next year and beyond:
1. Create business value faster
Until very recently, technology was largely seen as an enabler. While the value of technology has never been in doubt, for a long time, organizations struggled to demonstrate it in terms that business partners understood — like revenue, margin, and customer NPS.
That’s changing. Today, sparked by the COVID-19 pandemic and the many other disruptions over the past few years, more organizations understand the relationship between digital transformation and value creation. Reflecting this shift, 95% of CEOs are pursuing a digital-first strategy. The data shows why. Digital-first companies see twice the revenue growth of non-digital companies, according to analyst firm Valoir Research.
For CIOs, these changes, while invigorating, need to be focused on investments in technologies that deliver business results faster. This requires careful tracking against overall business objectives and taking accountability for outcomes.
2. Foster employee experience and customer growth
Today, everyone is in the service business. Yes, that includes CIOs.
As remote and hybrid work became the norm, the employee experience has gone digital. From interviewing and onboarding to collaboration and learning and development — technology has become the glue holding organizations together. Given the CIO’s responsibility in shaping the strategy behind the tools their teams rely on, it’s clear that they play a central role in both defining that employee experience and creating a talent advantage for their organizations.
Beyond harnessing top talent, employee experience also has a direct impact on the customer experience, which has become core to organizations’ ability to attract and retain customers. With more businesses declaring that customer experience is now their organization’s leading competitive advantage, the onus is on CIOs to ensure that they are making the right technology decisions to equip employees to deliver the experiences customers want.
3. Drive innovation through automation
This is a challenging moment for businesses everywhere. Internally, organizations are living through a time of immense complexity, requiring disparate teams and employees to work together in new, collaboration-first ways. The external environment is equally fraught: High inflation, constrained supply chains, talent shortages, and hybrid work have all driven organizations to increase scrutiny on their operations. The current business landscape is creating incredible demand for net new innovations that can solve these unprecedented challenges. CIOs are in a unique position to leverage technology to increase innovation power within their organizations.
One key area they should be looking at is automation. Consider the role that automation can play in helping organizations wring more efficiency out of their existing internal resources. For example, operations teams are constantly flooded with customer and employee requests. By automating large portions of these processes, such as offering self-service tools for common tasks, organizations can serve their customers better and free up their teams to focus on more strategic parts of the business that can drive growth.
Automation’s unique ability to connect modern, legacy, or unstructured data sources, can help organizations reduce complexity, boost resilience, and accelerate innovation. In fact, the 2022 JP Morgan CIO Survey found that CIOs were planning to accelerate IT purchases and digital transformation to drive efficiency, remove tech debt, and invest for the future.
The CIO’s Moment to Shine
Over the past year, experimentation has taken a backseat. As organizations navigate today’s complex macro environment, they need to focus their investments on technologies that deliver business outcomes faster. The CIO plays a significant role in leading through this shift.
