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“A paltry 4 percent of Ireland’s board members think driving digital transformation—which can help them achieve those outcomes—is part of their job description.”
Like IT management, change can sometimes be likened to a bear with a sore head. Unruly. Unpredictable. Difficult to control. Despite this, the IT organisation is often the strongest proponent behind digital transformation—even though it can be disruptive as they seek to transform their business systems.
In fact, according to our research:
However, not all business areas are prioritising the adoption of digital technologies in the same way. Why isn’t the rest of the organisation jumping on the digital transformation bandwagon with IT?
Despite the reality that the executive board’s success is largely measured on the business outcomes they deliver …
Yet, the research reveals that the rest of the organisation considers digital transformation to be the job of the C-suite …
What’s the problem with having the IT department running towards a goal while others slowly lumber about the woods on their own?
As with any large transformative movement, the lack of a cohesive strategy leads to a mix of disconnected technologies being implemented which, in turn, leads to broken business processes and integration headaches. Disjointed efforts also drive costs up and efficiency down, the opposite of what digital success ought to look like.
Ensuring the organisation as a whole benefits from what the digital transformation has to offer takes aligning all departments with one singular vision, backed by best practice guidelines for executing that vision.
Learn more about getting everyone in your organisation working together to stare the bear of digital change in the eye at www.tamethebear.com.
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 Research was conducted by Vanson Bourne, on behalf of Sungard Availability Services, and questioned IT decision makers (715) and wider business employees (1400) from across Ireland, the UK, US, France and Sweden in May 2016.