The post-pandemic pace of change continues to accelerate as the economy rapidly becomes more digital. To keep pace with shifting consumer expectations, CIOs must help the CEO compete in the digital economy by focusing on five key capabilities: innovation, human resources management, data architecture, security strategy, and business process controls and internal audit.
Create an IT strategy based on business needs, not just intuition. It is no longer enough to generate a text document and call it an IT strategy. Stakeholder attention spans are growing shorter; create a visual IT strategy to show how IT will support the business.
Organizational design is the alignment of organizational structure, roles, and processes to execute on business strategy – the better aligned the organization is, the more effective it is. For optimal results, the structure of the IT organization must match its strategy, but often IT organizations grow to meet needs of the day and not by strategic design.
There has been an increased emphasis on short-term decision making and agility by organizations. As a result, organizations now need a strategic planning function to make accurate investment decisions. Create an EA strategy to communicate to the organization the contributions EA can make as a strategic planning function.
Technology sophistication and business adoption, the proliferation of hacking techniques, and the expansion of hacking motivations from financial to social, political, or strategic have resulted in organizations facing major security risks. Every organization needs a strategic, not reactive, security plan.
The Security Priorities 2022 report identifies what CISOs should be focusing on this year and how to take action.
INF & OPS
Infrastructure and application change occur constantly, driven by changing business needs, requests for new functionality, operational releases and patches, and resolution of incidents or problems. IT managers need to follow a standard information technology change management best practice to ensure that rogue changes are never deployed while the organization remains responsive to demand.
More than 80% of the larger enterprises we’ve worked with start out wanting to develop advanced Service Management processes without having the cultural and organizational basics or foundational practices fully in place. IT leaders are underestimating the importance of these aspects such as governance and management practices. You must have these fundamentals right before moving on.
INF & OPS
Create an effective, right-sized DRP: discover current capabilities, define business requirements, and close gaps to deliver service continuity.