FEATURE : CIO ’ S PRIORITY
but the fundamental challenges that businesses face are the same . When faced with initial resistance , consider having a broad group involved to evaluate software . This helps the user community to understand what can be achieved with the right technology .
At BearingPoint , we often have clients review between four to five different solutions just to drive home the message that there is a significant gap in how users work today versus what those powered by modern solutions are capable of .
I was recently working with a client whose organizations ’ outdated systems were hindering his ability to retain new hires .
They would walk in and immediately want to leave as they were unwilling to learn how to navigate outdated systems .
Employees know what systems they could be working on at a competitor so won ’ t hesitate to find an alternative with more efficient internal processes .
Scott Glenn , Partner and Lead , BearingPoint
3 . Avoid cost takeout and defining tech spend as a percentage of revenue
Many organizations determine IT budgets as a percentage of revenue . This view , along with cost takeout , is long overdue to be consigned to history . Businesses will find that targeting a specific percentage will stunt the progress and outcomes of transformation projects .
As part of an agile development process , CIOs should build in time to test out the interface with relevant user groups – internal or external .
Combining this approach with regular feedback and updates will result in a well-rounded and inclusive platform .
5 . Shift resources to focus on strategy
Instead , CIOs need to embrace the idea that every company is now , to some extent , a technology company . Rather than framing technology as an investment , businesses need to get comfortable with the idea that technology has the potential to be a revenue enabler .
To help tackle this internally , we encourage clients to split budgets into three main buckets :
• SaaS subscriptions – while IT should govern SaaS internally , costs should be distributed across individual business functions
• Emerging technology – The leadership team should look at emerging technology as an investment and focus on the value it can deliver
• Legacy systems – If there needs to be an element of cost takeout , it ’ s here . CIOs should look to explain these costs in terms of business value and identify levers where possible to help reduce spend .
4 . Consider customers and employees when building new systems
Traditionally , organizations using a ‘ Plan-Build-Run ’ model allocated under 10 % of staff to ‘ Plan ’ functions .
In Digital Transformation , increasing investment in these resources is crucial . Critical roles which can deliver significant efficiencies and value to transformation projects include Solution Architects that focus on end-to-end value chain processes .
Designing with the full process in mind , not just from a functional view , helps avoid siloed systems . Data Architects will focus on the enterprise data model to bring consistency across multiple business units and help to reduce technical debt by leveraging APIs rather than copying data from system to system .
Beyond technical implementation , CIOs benefit from appointing an internal liaison between leadership and technical teams . This liaison can educate internal teams on technology ’ s transformative impact , promote asset reuse and oversee technology purchases – ensuring informed decisions are made and the right diligence is performed .
Optimizing customer service dominates the objectives of Digital Transformation projects .
While enhancing a business ’ s interface with its customers often has the most significant short-term impact on ROI , it is a common pitfall to ignore internal operations , as the long-term impacts of a better employee experience can be equally significant .
Businesses with outdated technology often struggle to hire and retain talent .
In an environment dominated by businesses wanting to embrace Digital Transformation and SaaS solutions , it can be hard for CIOs to know where to begin .
However , if armed with the right internal resources , strong alignment and governance with their business units and leadership teams , processes that allow them to move fast and the right service delivery model , CIOs can navigate the choppy waters of Digital Transformation without fear of sinking . p
38 INTELLIGENTCIO LATAM www . intelligentcio . com