At enterprise-level organizations, what are some of the common mistakes that technology leaders make when trying to modernize?

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HEAD IT in Consumer Goods, 501 - 1,000 employees
Organizations have to work on making themselves modern and updated in terms of technology, processes and mind set. Systems, technology, architecture etc., all need to go through a process to be fitter and up-to-date with the technology and speed of today. That is the key objective because speed is absolutely necessary to survive in any business. For example, companies that are focusing on data can dedicate a team to understand required data as well as data analytics. Data visualization tools can be implemented or built and all the legacy systems and data can be completely cleaned from the system. 

A lot of technology leaders are not interested in doing this kind of cleanup activity because they think it’s a large undertaking and since they'll only be in their role for two or maybe three years, they won't touch it because it could be a big mess. So nobody is interested in cleaning. The CIOs and CTOs who are interested don’t have support from the C-suite of their organization, either in terms of budget or risk. And there is also a fear about the workforce: If there are 100 people doing a job and then the same job can be done by 30 people, what do you do with the other 70? These employees are all experienced and they can always be placed elsewhere within the organization or given different responsibilities. It’s a big challenge but if you look at large startups like Amazon, Uber or OYO, they're all very fast-paced, their revenue is high and their workforce is much smaller in comparison to traditional enterprises. 

And they are doing a lot with a smaller workforce. Every day you get a new feature or they delete something from their app. If you book OYO rooms very frequently, for example, you get a different status automatically. But if you are a high-paying customer in the mobile subscriber world, providers are not able to acknowledge you because nothing is customer-specific. Those who pay $1 or $2 per month and those who pay $200 per month all have the same features from the operator’s point of view. These customers don't benefit because there is no system for that. The company doesn’t have the technology to do it and if they want to get it, it is a big job.
Vice President of Enterprise Solutions in IT Services, 51 - 200 employees
Not adequately defining innovation
Innovation is unique to each organization and employee. As a leader, you need to define what it looks like to your organization and what obstacles might impede it. Nevertheless, it is essential to trust your employees with these processes. If you are overly involved, you may restrict their creativity.
Leaders are responsible for defining what innovation means for their own organizations.

Being reactive rather than proactive to automation
In the business world, adapting to technological advancements is inevitable. You have no option but to address these shifts and assess their impact on your organization.

Contradicting one's words with actions
It is your obligation as a business leader to act as a role model for your staff. Once you have established the rules and standards for your workplace, it is imperative that you adhere to them. For instance, if you want your employees to adhere to your dress code or keep a cheerful mood, you must demonstrate such behaviors yourself. Set the tone for your team's behavior by leading by example.

Failing to provide employee feedback
Avoiding feedback is a common leadership mistake, but open communication is essential for growth, performance, and staff retention.
Some leaders adopt a hands-off approach and only provide feedback to employees at performance assessments. This may be a significant issue for your staff and the company as a whole.
Every leader must establish crystal-clear objectives and give frequent employee feedback.
Director in Manufacturing, 1,001 - 5,000 employees
There are several mistakes that technology leaders at enterprise-level organizations might make when trying to modernize:

Failing to involve all stakeholders in the modernization process: It's important to get input and buy-in from all relevant parties, including employees, customers, and business partners.
Underestimating the complexity of the modernization process: Modernization can be a complex and resource-intensive process, and it's important to have a clear plan in place to ensure that it is carried out successfully.
Not paying enough attention to security: As organizations modernize, they may be introducing new technologies and systems that could potentially create new vulnerabilities. It's important to ensure that security is a top priority throughout the modernization process.
Not considering the long-term implications of their decisions: Modernization efforts should be focused on creating a long-term, sustainable technology infrastructure, rather than just addressing short-term needs.
Failing to communicate effectively with employees: Modernization can involve significant changes to the way that employees work, and it's important to communicate clearly with them about what to expect and how they can best prepare.
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Director in Manufacturing, 1,001 - 5,000 employees

This was from ChatGPT. This AI is amazing!!


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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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