CIO OPINION
Debra Bailey , CIO at O2 , for example , ensured that business strategies are informed by technologists and that technology choices are always driven by business outcomes . Bailey worked to create a new operating model that focuses on people and processes as much as it does technology . Within a year , O2 reached its 10 % targeted lift in speed-tovalue and expects to hit 25 % and 75 % by the end of 2022 and 2024 , respectively .
In a similar vein , Fumbi Chima , former Global CIO at Adidas , created ‘ true ’ product teams in which business and technology are fully integrated , sharing exactly the same KPIs and accountable to deliver outcomes together . Similarly , at AXA Switzerland , Board Member and former Chief Transformation and Market Management Officer , Carola Wahl , established a new team of around 30 data scientists who were physically distributed across the business to support digitisation of the core business and the creation of new disruptive ecosystems . This worked to collapse the siloes between IT and the business .
2 . Win over the hearts and minds of the team to succeed
The world is changing rapidly and technology is key to staying agile and flexible as the business landscape continues to shift at a rapid rate . Taking big risks to stay at the cutting edge of your industry is vital , according to Anne Marie Neatham , Partnerships Director at Ocado . While Neatham ’ s organisation was already successful , it saw that its future ambitions would be limited unless it took a leap to re-platform its entire tech stack . Neatham ’ s advice is to give your people ownership and allow them to take reasonable risks .
But even the most revolutionary strategies won ’ t float without the support of those around you : other leaders , employees and customers . Relentless education is needed to help industry leaders to fully grasp the transformative potential of disruptive technologies , according to Digital Transformation Leader and Blockchain Evangelist at BNP Paribas , Dean Demellweek .
Calls to take your teams with you on the transformation journey are echoed by Matt Davis , Head of Cloud Engineering at Lloyds Banking Group , who made sure to involve the security and control teams early on in the development of a cloud-native engineering platform at Lloyds .
Davis highlights that it ’ s not just about building the technologies , but about building systems that engineers want to use and can scale as the transformation journey progresses .
The ability to automate and standardise processes before scaling them across a business is the bread and butter of Digital Transformation .
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