How has the increase in digitization affected your role and collaboration with partners?

1.4k views4 Upvotes29 Comments

CIO in Finance (non-banking), 51 - 200 employees
IT is dynamic, and it can help businesses with their growth. Not having a digital presence these days is a concern. Even if the business doesn't have a product to sell online, it can adopt digital tools and technologies internally to help deliver customer value much faster. IT functions perform at a mature level at some organizations and are embedded in the business as a contributing unit instead of a dependency. As a contributing unit, you are fully functional and delivering value. But when IT is a dependency, other stakeholders are waiting for it to deliver to move forward.

The problem for many organizations is that they only think of technology as a tool. But using technology as just a tool that converts something into digital form is a process of digitization rather than digitalization. Digitalization is the broader transformation objective that an organization should embrace across the people, processes and technology. The technology in itself is a tool, but it needs to be combined with the people and the process. If people won't change, or if the process won't change, technology will not provide any advantage. It might solve some problems, but not to the extent the business expects after investing time and money into it.

You need your stakeholders to understand that digital transformation is literal change, and that the true value of technology lies in understanding why we need to change, as well as the impact of that change. So when we talk about digital, we have to talk about transformation because that's where the benefit of technology is. People talk about needing digital transformation but when you go a bit deeper, there's a disconnect between what people get excited about and what the reality is when it comes to execution. Then they start saying, "Why are you trying to change this? This is perfect."
VP( Network Engineering and Delivery) in Telecommunication, 10,001+ employees
I find more and better avenues for collaboration with internal and external stakeholders , conducive for better business opportunities, 
IT Operating Unit Director in Education, 10,001+ employees
Our team is no longer a specialized support resource, we are now a mission critical component of the organization that has a close working relationship nearly every functional unit across the enterprise. 
Senior Director of Information Technology in Healthcare and Biotech, 10,001+ employees
More collaboration and awareness to business priorities and strategic initiatives 
SVP - Software Engineering in Finance (non-banking), 201 - 500 employees
On a positive note, it's allowed collaboration to be more flexible - e.g. can be virtual, offline, take place anywhere, etc. So, overall it's a net positive development. The downside is that it's harder to build trust, intuition, and learn about the organization. Also, there is no one standard collab tool that everyone uses so I find myself using different tools all the time depending on the context/partner which gets confusing/frustrating.   
Assistant Director IT Auditor in Education, 10,001+ employees
For me digitization has taken a lot of time to prepare for the change processes and get employees buy-in of the benefits of digitalizing information/data. It is causing a lot of stress and discussions with staff in this whole process. Some staff see the benefits others think it is a waste of time and a useless exercise.
IT Strategist in Government, 1,001 - 5,000 employees
First, let's distinguish "digitization" (conversion of paper/manual/disconnected data into a digital format) and "digital transformation" (changing/re-engineering processes to be digital-ready or even digital-first).

Digitization has not impacted my role that much, just slightly increased an overall number of projects and initiatives on-the-go and significantly increased the number of data sources to work with.

Digital transformation had a significant impact, as it required changes in delivery methodology (going from Waterfall to Agile), prompted to review investment strategy (to focus on true business priorities and ROI) and allowed to bring client/partner teams upfront in the technology selection process.  
Sr. Director, Head of Global MCM IT in Manufacturing, 10,001+ employees
We have been engaged in many more innovation discussions as a result.  Discovering new products and services, and being more directly engaged in increasing revenue, decreasing costs, improving efficiency or customer experience etc.  Digitization has blurred the lines between IT and the business. 
Senior Director, Information Technology in Services (non-Government), 501 - 1,000 employees
The explosion in options available for getting work done has led to a drastic increase in "shadow IT." There are definitely positives to allowing various departments or project teams work with software or systems that meets their specific needs, but it has increased challenges relating to risk and data security. Collaboration has undeniably increased for my employer - a company that is dispersed across the US - but it hasn't always led to better outcomes or increased trust between leaders.
Director of IT in Finance (non-banking), 51 - 200 employees
It has increased it.  We have more tools to keep everyone on the same page.  With the push of people to remote, these are now ways of life and how people have begun to accept how we now communicate and work together.  It has also allowed for a longer reach when it comes to staffing and work/life balance.  It allows us to track projects and issues better.  The increase in digitization has caused an increase in efficiencies and speed across the organization.

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It depends (please comment below!)2%



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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