Milan Kumar Global CIO WABCO Automotive
By MYBRANDBOOK
Redefined CIO role
To ensure that your organisation plays a disruptor (and not getting disrupted), Digital transformation plays a comprehensive role. For this, the CIO needs to shed its conventional role and focus on the business perspective more than ever before. A strategic high level of collaboration with different business unit heads and senior departmental managers is required. Given this, the CIO has the following responsibilities - conceptualise a digital future using industry trends and experiences, embed IT skills into other departments to enable quick learning on the job, implement a common technology platform for easier understanding by all employees, plan for training and development to make digital learning a reality, seek external expertise and skills plan the roadmap for business growth.
The CIO has to assume digital leadership in educating the C Suite about different business opportunities that technology can provide.
Innovations resulting into ROI
IT organizations have to innovate or perish. As a consequence, CIOs have to innovate continuously to keep abreast with the latest and emerging technologies like virtualization, robotics, gamification, etc. that can get hotter over the next few years. Innovation has to be supported by an executive commitment in order to realize a solid ROI for the investments done in innovative projects.
Apart from this, end-customers have to be reached in new profitable ways. For this, CIOs need to enhance transparency and integration by using leading edge technologies. Additionally, costs need to be controlled by way of simplifying processes, standardizing and reusing IT components, trying to justify the use of third-party services in order to earn economies of scale.
Key Priorities
At an organizational level, the CIO needs to focus on key areas like - Cybersecurity and Data protection, Reducing Technical Debt, Automation of resource intensive processes and Digitization of the Supply chain.
“Risk management is a key area when it comes to adopting new technologies. The organization should have a well-defined risk management leadership at the core with a high level of credibility and funded sufficiently. Secondly, the technology risk function needs to permeate through different areas of the organization. It needs to interact with other key departments like strategic planning, innovation and IT.”
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