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OPINIONWHY CIOS NEED TO MANAGEORGANISATIONAL CULTURE AS WELLLike any senior executive CIOs need to be sensitive to the human side of employees in the ITorganisation, explains Suzanne Adnams, Gartner.SUZANNE ADNAMS,Vice President Analyst,Gartner.At Imperial College London,the CIO was transitioning histeam from waterfall to agilemethodology when he discovered aserious workplace culture problem.Employee engagement was low.He was having trouble getting hisstaff members to own their inclusiongoals. Top-down messaging andbias education efforts were not doingenough. Clearly, success requiredmore than emails from leadership8and mandatory training modules —the business needed broad, deep andsustained behavioral change.When traditional ways ofinfluencing company culture arenot enough, what can a CIO do toinspire sustained behavioral change?The first step is understanding whatculture means.By 2021, CIOs will be asresponsible for leading workplaceculture as their peers in HR. But todo that, CIOs must understand howthese values, mindsets and practicesintersect. Leaders have directinfluence over how these three facetsaffect behaviors to shape the culture.They must also put a tactical strategyinto place so that positive behaviorsare identified, modeled, encouragedand rewarded.Organisational values must beconsistent with organisational goals,and must be reflected in leaders’daily decisions and behaviors.Missing or inconsistent leadershipmodeling of values underminesworkplace culture and can harmbroader strategic objectives.Organisations that have notestablished consistent and strategyaligned values cannot expectto see consistent and positiveworkplace behaviors. CIOs lookingto influence culture should be firstconcerned with the values of the ITorganisation. If these group valuesare not clearly understood, thenpersonal values will become the basisof individual decisions and actions.With only 13% of HR leadersreporting that employees believestrongly in an organisation’sdesired culture, it is fair tosay that most CIOs do notreally understand what theiremployees are thinking. Andalthough it is true that mostCIOs will not have time to getto know everyone in their ITorganisation personally, theyare still responsible for theculture within that organisation.Therefore, CIOs should modelaccepting, inclusive behavior atall times.Creating a work environmentthat promotes personalacceptance and inclusion helpsstaff feel safe enough to sharetheir mindsets and be open witheach other, Adnams says.Involving all stakeholdersusing an open source approachis one tactic to ensureauthenticity and to promoteengagement in culture shaping.Sharing lessons from failuresand modeling self-awarenessare some of the many criticalbehaviors you can adopt to makeyourself more approachable.Changing how organisationsoperate has a much greaterpositive impact on aligning theworkforce to the organisation’sdesired culture. Any behavior,habit or routine will continueto persist as long as there issomething in the environmentthat rewards and reinforces thatcontinued action.biznesstransform.com

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OPINIONWHY CIOS AND BUSINESS HEADSNEED TO BE A TEAMFor CIOs to successfully lead digital transformation, business heads need to be comfortablepeers with them, writes Philip van der Wilt at ServiceNow.PHILIP VAN DER WILT,SVP and GM EMEA,ServiceNow.High-performing CIOs arechanging the way they interactwith their C-level peers,talking about business value ratherthan just technology. They arealigning with other leaders to unlockthe benefits of digital transformationacross the organisation.CIOs are also increasinglybecoming the orchestrators of thedigital dream team, a concept. Ledby the CIO, these are the new, key10decision-makers across finance, HR,customer experience, operations,and IT—and other businessfunctions—that are driving thedigital transformation agenda.This all sounds well and good, butwhy have we only moved this far?Based on recent conversations, itis clear that this comes down to fourimportant points that need closeattention if budgets, stakeholders,and technology are to fully align andexecute on this transformation.Somewhat ironically, thechallenge is not technology itself.Technology also will not make thingshappen—people will. But peopleare often resistant to change and inmany cases risk-averse.CEOs are driving the digitalagenda from the top, but if theyvoice any concerns or do not lendtheir support, it is unlikely anyinitiatives will succeed. Equally, itis important to build wider supportby coaching and involving all keyfunctions, such as HR, marketing,and CX.Also, good communication skillscoupled with speaking the languageof other functions helps increaseunderstanding and buy-in. Thisincludes references to specificmetrics or KPIs that, for example,HR, finance, or CX leaders use intheir business areas. Inclusion is key.It almost feels natural that theCIO should be the one the CEO putsin charge of digital transformation.Indeed, in my conversations withour customers and partners, thefeedback I most often hear, is thatit is the CIOs and CDOs who arespearheading such initiatives.But the CIO’s mandate shouldnot be taken for granted. Securingownership of cross-functionalchange is extremely important andthis also means acceptance fromC-level peers to make decisions inthe interests of the organisation.It is particularly importantwhen we consider that 62% ofbudgets invested to support digitaltransformation initiatives comefrom outside of IT, according toIDC.Big projects often fail, but byimplementing change in smallsteps—or sprints, if you like—youcan maintain a sense of controlledevolution. A step-by-stepapproach will also keep the CEO onboard, who is unlikely to put theircareer on the line for the sakeof a big bang, wide-scale digitaltransformation.You also come across projectsand business cases that areinadequate, in the sense, they areeither too detailed or too vagueand are primarily based on gutfeeling. Striking the right balancebetween detail and high-levelpriorities will ensure businesscases can be used as dynamic,live documents in any part of thebusiness.biznesstransform.com

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INDUSTRY COMMENTCHANGE MANAGEMENT CANNOTBE SHRUGGED OFF DURING IR4Management styles in manufacturing may downplay the need for change managementand reduce risk taking, highlights Amel Gardner at Epicor.AMEL GARDNER,Regional Vice President, MiddleEast, Africa and India, Epicor.The success of digitaltransformation is not justabout investing in the righttechnology. As with any large-scaleproject—from a change in workinglocation to a company merger—the impact on the people involvedneeds to be a key considerationwhen putting a strategy andimplementation plan in place.However, in a bid to keep upwith the latest technology trends,manufacturers could be shootingthemselves in the foot by notaddressing the change managementand cultural aspects from the outset.In fact, recent research hasfound that only a quarter 26%of businesses consider changemanagement strategies to be animportant part of the move towardsIndustry 4.0 and the connectedenterprise. This suggests that a largeproportion of manufacturers are notputting steps in place to managethe impact of such a change oncorporate culture, which could affectthe ultimate success of any digitaltransformation project.Despite pressure on businessesand individuals to remain at thecutting edge, no one wants to bean early adopter and get it wrong.A recent report from Deloitte intoIndustry 4.0 readiness found thateven in today’s technology-drivenworld, senior executives are notas prepared as they think theyare to reap rewards from digitaltransformation.Faced with an ever-increasingarray of new technologies, leadersacknowledged they have too manyoptions from which to choose and,in some cases, they lack the strategicvision to help guide their efforts.Organisational influences alsochallenge leaders as they seekto navigate Industry 4.0. Manyleaders reported their companiesdo not follow clearly defineddecision-making processes, andorganisational silos limit their abilityto develop and share knowledge todetermine effective strategies.To make Industry 4.0 a success,no matter how big or small thechange, manufacturers need to putkey measures in place to manage thetransition. This includes undertakingthe necessary groundwork to ensurethat whatever technology businessesinvest in, they can get the best outof it.#1 BE REALISTICDespite digital transformation beingvery much an industry buzzword,manufacturers do not need to takeeverything on at once. Assess whatneeds to be automated and why.If something is working and theprocess efficient, it might not needchanging just yet. The key to gettingit right is to prioritise adoptionrather than change for changes sake.A phased approach will be beneficialfor everyone in the long term.#2 ON BOARD STAKEHOLDERSFollowing an assessment ofpriorities, manufacturers need tomap and plan out what needs tohappen next—from procurementto implementation and beyond.This ensures that all stakeholdersfrom every department affected areclear about what is happening, whyand when. Only then can everyoneinvolved be prepared and plan forthe roll-out.

INDUSTRY COMMENTJUMPING ON THE BANDWAGON OFNEW TECHNOLOGY TOO QUICKLYCOULD BE DETRIMENTAL IN THELONG-TERM#3 KEEP TALKINGCommunication at every stageis essential—particularly beforeimplementation. Users need to feelthey are part of the process andcan raise any concerns or questionsbefore a new way of working isthrust upon them. Taking timeto address any potential issues atthe start of a project will ensureusers are bought into the process,understand what is expected of themand avoid any pitfalls further downthe line.#4 TRAINING AND SUPPORTKEY TAKEAWAYS No one wants to be an earlyadopter and get it wrong. Senior executives are not asprepared to reap rewardsfrom digital transformation. Assess what needs to beautomated and why. Only 26% of businessesconsider changemanagement strategies to bean important part. Key to getting it right is toprioritise adoption ratherthan change. Stakeholders from everydepartment affectedare clear about what ishappening, why and when.biznesstransform.comFor efficiency and productivity tobe realised, users need to have goodunderstanding of how technologyimpacts their working practices. Thiscan only be done through trainingand support. While this could be anoverwhelming prospect, breakingit down into bite-sized, digestiblesessions will be invaluable ratherthan overloading people with toomuch information from the outset.It is also worth considering thateveryone learns in different ways,so whilst an online demo or trainingmanual might be right for oneperson, someone else might prefermore visual tools like a video or astep-by-step animated guide, forexample.#5 TAKE YOUR TIMEThe choice of new technologies canbe overwhelming and daunting foreven a seasoned professional. Neverlose sight of why you are investing intechnology and keep your businessobjectives in mind—what yourcompetitor is doing might not bethe right approach for you.Jumping on the bandwagonor adopting new technology tooquickly could be detrimental inthe long-term, if the process isnot well thought through or fit forpurpose.#6 REGULAR REVIEWSWhile following steps one tofive will ensure the business hasthe best chance of successfullyadopting new technology, it willall be in vain if you miss out stepsix. The hard work does not stopwhen you reach go-live—in fact,that is only just the start of thedigital transformation process.For a project to be a truesuccess, any technologyinvestment needs to be reviewedand assessed regularly. Is it beingused to its full potential? Are thereany gaps in training? What morecould the business get from it?What is the data showing? Canit be analysed to improve futurebusiness growth?Only by following these six stepswill the manufacturing industrybring the whole business alongfor the digital transformation rideand ensure that Industry 4.0 isa success. Having a clear changemanagement and implementationstrategy will enable businessesto realise the full value oftechnology, whilst guaranteeingstrong ROI and user acceptance.13

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INDUSTRY COMMENT3 STEPS TO ALIGN NETWORKSAND DIGITAL TRANSFORMATIONThe network is the backbone for an organization’s digital transformation and JacobChacko at Aruba HPE advises learning from three global examples.#1 DEFINITION OF WORKPLACEJACOB CHACKO,Regional Business Head Middle East,Saudi and South Africa, Aruba HPE.With every organisation ata different stage in theirtransformation journey,and technologies frequently movingfaster than they can keep up with, itcan be easy to lose sight of what theyare trying to achieve in the long termin a rush to just get on with thingsand deliver immediate and tangiblechanges.So, what networking lessons canbe shared from some recent digitalworkplace transformation projectsthat might come in useful for thoseorganisations who might need tostop and pause?biznesstransform.comWith today’s need for increasedmobility, the demand for networksupport both inside and outsidethe workplace, be that an office,school, shop or hospital, is intense.However, though most organisationsare already thinking about remoteworking requirements whenplanning their digital workplacetransformations, many are stillfailing to consider all the coverageblack spots within the building itself,and in doing so, are missing a trick.A recently completed wirelessnetwork upgrade was for TheFinnish Institute of OccupationalHealth, FIOH, which is anorganisation that specialises inwellbeing at work. With such aremit, digital working is inevitablya major focus, and to be able to bestadvise its clients, the organisationhas set itself the mandate of trulyliving digital working, not justresearching it.When the time came to refurbishits headquarters in Helsinki,FIOH decided it was the perfectopportunity to rethink its currentnetwork provisioning, and install asolution that would enable completemobility for its staff, wherever theywork. Importantly, FIOH did not justmean the places where employeesmight be stationary, in rooms, atdesks or in shared lounge areas, butthose they would potentially movethrough while still on calls or usingtheir digital applications.Thinking holistically about thejourneys that its staff took aroundthe building, FIOH was challengedto implement a solution that wouldsupport VoIP calls as staff walkedbetween floors, moved from onemeeting room to another, and evenwhen they travelled up and downin lifts – all with no interruption tosignal.Takeaway #1: When planning yourdigital workplace transformation,take the time to consider how youremployees, guests, visitors andthings currently move around yourbuilding. The more mobility you candrive, the more dynamic, flexible andadaptable your workplace will end upbeing.#2 ADEQUATE NETWORK VISIBILITYWhile all these new devices soundbrilliant in practice, the reality oftrying to keep track of them on thenetwork can be less so – particularlywhen organisations find themselvesscrambling to get a handle onthe situation. The second lesson,therefore, is one of visibility.Viessmann, one of the world’sleading providers of holistic energyand climate solutions, needed apowerful new network to support thedigitisation of its internal processes.As with FIOH, the organisationwanted to provide Wi-Fi connectivityin every corner of its sites, in order15

INDUSTRY COMMENTBENEFITS THAT DIGITALTRANSFORMATION OFFERSORGANISATIONS ARE UNDENIABLE,BUT THEY CAN BE COMPLICATED.KEY TAKEAWAYS The more mobility you candrive, the more dynamic yourworkplace will end up being. Make sure that networkaccess controls form a keypart of any decision you maketo bring new devices into yourorganisation. Look for ways to harmonisenetwork architecture acrossboth wired and wireless.16to support both a move to flexibledesks and a heavier focus onbringing IoT technologies into itsmanufacturing processes.As part of its ongoingtransformation, Viessmann isaiming to get 80% of its devices onthe Wi-Fi network. And with over12,100 employees, 23 productioncompanies in 12 countries, and salescompanies and representatives in 74countries worldwide, and that is a lotof devices.Before these devices connect tothe network and start transmittingvaluable data, Viessmann knew itneeded to put in place a flexiblemanagement system that wouldenable it to control network accessfor all its devices in the future.By bringing in a solution, whichuses an integrated, context-basedpolicy engine, to manage networkadministrator rights, Viessmanncan rest assured that it has totalcontrol over the devices on its Wi-Finetwork at all times.Takeaway #2: Make sure thatnetwork access controls and networkmanagement form a key part ofany decision you make to bring newdevices into your organisation.#3 FORGOTTEN THE WIREDNETWORK?Göliska-IT is a service provider forsix Swedish municipalities. Theorganisation first started workingwith Aruba in 2008 when it waslooking to create a scalable solutionfor wireless access that would growas its customer base of politicians,teachers and students continued toexpand.Though wireless is the primarymethod of connecting to its networktoday, this summer the organisationbegan the next phase of its networkupgrade – replacing the currentwired switches to create a unifiednetwork management system that willdrastically simplify how the network ismanaged.Over the next five years, theorganisation will migrate over 900switches. With these combinedsolutions, Göliska-IT will be able to sitback and let the solution automaticallyenforce consistent access policiesacross both its wired and wirelessnetworks – regardless of how devicesconnect – to keep traffic secure andseparate.Not only should this reduce thestrain on network management, butthe increased simplicity and efficiencyof the network operations and deliverywill also allow Göliska-IT to acceleratethe provisioning of services to driveits digital transformation further andfaster.Takeaway #3: Do not stop at Wi-Fideployment – instead, look for ways toharmonise your network architectureacross both wired and wireless to trulydigitally transform your organisation.The benefits that digitaltransformation offers organisationstoday are undeniable, but they can becomplicated to truly realise if everyoneinvolved does not approach the projectwith their eyes fully open. Before divinginto anything, make sure your projectlead takes all the relevant disciplinesthrough the overarching vision.biznesstransform.com

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INDUSTRY COMMENTHOW TO CREATE CUSTOMERDELIGHT BY USING ANALYTICSImprovement in data collection, advanced analytics, are allowing brands to predictbehavior accurately, describes Manishi Sanwal at Voiceback Technologies.MANISHI SANWAL,Managing Partner, VoicebackTechnologies.need to streamline the collection,storage and usage of data. Manysmall companies collect data atmultiple points - marketing, sales,operations, after sales service,amongst others. Most of thiscollection is being done withoutany specific end use in mind andis therefore at best haphazard.The approach seems to be bent oncollecting whatever one could andfiguring out the usage later.MY DATA YOUR DATATechnology is shaping businesstoday. It is causing disruptionand shifting profitabilityand creating pressure to performor perish. The advent of digitaland e-commerce companies haschanged the ground rules for mostbusinesses today. It is a new world,very different and with very differentrules of the game. In this theatre,companies would want to know howdata analytics and insights can helpthem defend growth and profits.The first and the most importantvariable is data. Organisations18There also are cross department siloswith each silo d

Gardner, Epicor; Jacob Chacko, Aruba HPE; Manishi Sanwal, Voiceback Technologies. Happy reading, happy transformation. Arun Shankar arun@gecmediagroup.com GREEN ENERGY, MOBILITY MANAGING DIRECTOR DISRUPTING TRANSPORTATION Tushar Sahoo tushar@gecmediagroup.com EDITOR Arun Shankar arun@gecmediagroup.com CEO Ronak Samantaray ronak@gecmediagroup.com