Intelligent CIO APAC Issue 07 | Page 42

FEATURE : DIGITAL TRANSFORMATION

DIGITAL TRANSFORMATION CAN , AND SHOULD BE , A STRONG ENABLER IN ADDRESSING EMPLOYEE , CUSTOMER , SUPPLY CHAIN AND BROAD BRAND IMPACT , TO POSITION AN ORGANIZATION TO COME OUT OF THE CRISIS STRONGER .

There ’ s a lack of a clear path for long-term technology investment , coupled with a short-term mindset of strategic cost management . Now ’ s the time for CIOs to shape a realistic post crisis strategy .
Finding synthesis with the board
To tackle these challenges in a new way , there are three approaches CIOs can adopt to change their engagement with the board .
1 . Debate the board ’ s technology posture
BIOGRAPHY
Some of the CIOs I ’ ve seen successfully engage with the board have challenged them on their technology skills and talent to ensure a non-executive director ( NED ) sits on the board as a sponsor . By teaming up with a NED , CIOs can collaborate on board technology agenda items and deliberate on technology business cases . NED ’ s can also help with pre-board discussions to facilitate informed and higher quality technology decisions .
2 . Implement enterprise technology governance
For the future of digital investment and execution , it ’ s important for CIOs to shape and integrate technology governance with business governance . This is becoming front of mind for board duties , responsibilities and board performance . It helps boards to direct technology strategy , investment , risk and governance for technology innovation and value creation .
Brian Ferreira is a VP and Managing Executive Partner at Gartner .
He advises C-suite clients across Australia and New Zealand on shifting to a digital strategy to achieve new business outcomes and how best to approach technology , risk , governance , digital and agile investment for CFOs .
3 . Establish a technology advisory board
Technology advisory boards are a growing practice among mature thinking Australian CIOs , particularly within the finance , insurance , utility and mining sectors . These advisory boards are the underpinning vehicle to
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