Evolve to new heights! How to get cloud leadership talking

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The strategic alignment of IT and the business has always been essential.

But I never believe it again with the acceleration of digital transformation over the past 12 months, meeting the need for remote / hybrid work capabilities, secure connectivity and advanced analytics to unlock real-time insights. and exploitable from the data. But achieving that alignment has also always been a difficult area, supported by recent research from IDG establishing that CIOs and CEOs don’t “talk enough” to each other about IT, and the cloud in particular. What are the main issues and why is it so important?

For me, as I reflect on the difference between organizations that have thrived during this time of uncertainty and those that have struggled, a key differentiator is having an underlying and unifying strategic alignment and shared vision that provides the bases for being resilient and agile in the face of change. Think about Maslow’s “Hierarchy of Needs” for organizational change. In these thriving organizations, IT is seen as a strategic partner and with this empowerment they have pivoted where necessary and moved forward – because essential business needs have been met. Likewise, the CIO sees digital as a business and not as a technological strategy.

But for other organizations, technology needs and business priorities remain or at least feel at odds, especially when faced with the duality of ‘doing more with less’, for example, balancing both Cloud migration plans and on-premise IT investments amidst cost and resource pressure. Or, conversely, secure membership to migrate to the cloud in the first place. To resolve this issue, it is essential that IT managers ensure that the C suite understands IT priorities by identifying challenges and trends and responding with tangible solutions, including identifying opportunities that could help the business do things differently and create new value.

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This reflects a shift in the role of the CIO and senior IT practitioners beyond a traditional focus on IT operations and service delivery to a role of strategic leadership and a proactive change agency – something I am observing. also in the evolution of the role of CFO. Indeed, I think this extended collaboration is absolutely essential – a digitally driven approach is one that needs to be adopted and encouraged throughout the C-suite. CIOs today have a higher level of visibility than ever before, so whatever your organizational context and the current state of your cloud journey, you have the platform to make an impact and co-create the desired outcome. of the state “to be”.

Investing in a culture conducive to learning, demonstrating tangible measures and return on investment on transformation projects, articulating responsibilities and overall clarity of communication is essential, especially by removing unnecessary jargon and translating “the complex »To guarantee accessibility to all stakeholders. But more than that, presenting your vision is as much about winning hearts and minds as it is aligning with company strategy, which means today’s CIO must have a holistic skill set, including emotional intelligence and creativity to motivate, inspire, build trust – and ultimately, achieve shared understanding and secure membership.

At the base of this, value your team and your relationships at all levels and in all departments of the organization. Because alongside technological advancements such as the cloud with its many variations, it is always the people and the culture “behind the technology” that will allow the vision and the capacity of shared skills to master an evolutionary and lasting change – and long-term agility to continually and proactively adapt.

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