Digital transformation unlocks a ton of opportunity. How do you focus and prioritize? How do you choose what to say yes to?
CIO in Education, 1,001 - 5,000 employees
This still comes back to governance for me. Understand what the business priorities are and then align those digital transformation opportunities to those business priorities.Director in Manufacturing, 1,001 - 5,000 employees
We always evaluate on Cost Reductions first. We always have more ideas from both the Business and from IT than we can implement. Once the value is agreed on we have the business set the priorityContent you might like
No plans on undergoing a migration yet34%
Currently deploying SAP S/4HANA28%
Migrating to SAP S/4HANA within the next 1-2 years19%
Migrating to SAP S/4HANA within the next 3-6 years10%
Already have SAP S/4HANA in production8%
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"Real" errors/defects41%
False positives (issues that aren't defects)50%
False negatives (missed defects)45%
Failures due to fragile/flaky test automation37%
Errors due to environment or setup issues30%
Unhandled user errors17%
None of the above1%
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Chief Information and Technology Officer, 1,001 - 5,000 employees
It always goes back to the requirements. As an example: we just went through a privileged account management RFI that we then moved to RFP and one of the requirements was that it needed to be highly available. In other words, ...read moreChief Information and Technology Officer, 1,001 - 5,000 employees
We do what we call “Career Life Plans” on a quarterly basis with all our staff. This entails looking at both your career goals and life goals and how we might be able to help enable each of these. It’s important to look at ...read moreChief Information and Technology Officer, 1,001 - 5,000 employees
We put a roadmap in place with a defined methodology. We’ve been using the OGSI methodology for a very long time, which aligns the IT organization with the company's business imperatives up to two or three years down ...read more
It's a foundational point because it can be so easy for an engineering and a product organization to start thinking about the things they know how to do, or technology they are comfortable building, and start building technology for the sake of technology. That's not really helpful. I think you see this a lot, for example, right now in AI companies. Every company that wants to get funded in the Valley is basically like, well, we're an AI company. And that's awesome. AI is a transformative technology. There’s going to be a ton of really big companies that come out of this wave, but I've talked to various senior IT leaders at big companies and they'll say, “look, if I talked to one more AI company that is solving a problem for me that I didn't even know I had or cared about, I'm going to scream. I want an AI company that's going to solve a problem that I do care about because I've got like 50 of them. So please help me with that.” So that's really what I mean when I talk about outside: start with the customer. Really start outside your four walls and then work backwards. That's outside-in.
Left to right is really about ensuring that as a product organization, I'm not just thinking about building technology and delivering it into the market. I've got to be thinking about how that connects all the way through to what we're marketing, what we're selling, how we're supporting it, and what our channel partners are going to do. Our product really is foundational to what the customer is hiring us to do, but it really is that whole portfolio of how what we're building is aligning to what is being sold and how what is being sold by the people on the front lines is aligned into what we're building that is important.