Disruption is all around us – our lives, jobs and society are being changed at an ever-increasing pace by new technologies. The new CIO is expected to understand and help your organisation adapt to new technologies – but how?
The role of the CIO is changing – technology is no longer just the domain of the CIO as it becomes embedded in all parts of the organisation and ecosystem – every business is digital. While still necessary, operating and maintaining existing systems is no longer enough. The new CIO needs to think to the future, understand the nature of technology and how it may apply to the organisation’s operations – both internally and within their business ecosystem.
DARQ embraces the new technologies – Distributed ledger, Artificial Intelligence, Augmented Reality and Quantum computing – the drivers of the next phase of disruption. These are the emerging technology capabilities that will enable new business models and challenge existing operations.
Understanding DARQ is a challenge in itself – requiring new skills and capabilities – but perhaps the biggest challenge is how these technologies could be applied to your business. Developing this insight requires the combination of a deep understanding of the technology and a focus on innovation, to think of new ways that these technologies can be applied to your business. So where do you begin?
There is nothing better than prototyping to understand these new technologies – pick a problem area that has some potential value and use these new technologies to develop a meaningful prototype. The purpose is two-fold – firstly to make sure you and your team understand the technology through a real implementation, and secondly to apply it meaningfully to your business.
Once you have an understanding of the technology, it’s then possible to ideate how these technologies can be applied to your organisation. This can be achieved through workshops to address problem areas or challenge constraints – using ideation and co-creation to bring people together to create innovation. Each of the ideas would need to be assessed – is there significant value to be realised? Is the technology ready yet? How much would this cost to scale?
The final step is to scale innovation – taking the best ideas and moving from a prototype to something that is industrialised and operationalised within the business. This is where the systems, engineering and stakeholder skills of the CIO excel – leading such change needs a combination of people, process and technology capabilities. Scaling innovation is extremely challenging – you are dealing with new technologies that may not be fully proven; and you are driving change into the organisation even though people may be resistant to new ways of working.
This is a continuous process – picking up new technologies and innovations as they arise, understanding their potential and being ready to adopt and scale innovation needs to happen progressively and continuously. The new CIO is a leader who shines in the DARQ.
Is your organisation prepared to harness the full power of DARQ technologies?