When it comes to transformation initiatives, who’s in the driver’s seat?
CIO in Telecommunication, 1,001 - 5,000 employees
It's not about who's in the driver's seat, it’s about how well you're collaborating with your business partners. Collaborating with business every step of the way, right from initiation through change management to final deployment, and getting alignment and business sponsorship, in terms of understanding business value/benefits lays foundations for a successful execution of transformational initiatives. For example, we went through a massive transformation a couple of years back, in terms of implementing ERP, CRM, and BI applications, as you can imagine, it was a huge transformation. Every single business function was touched. If the initiative is pursued as an IT initiative, then we will be faced with roadblocks every step of the way. It needs to be a collaborative initiative—we need to collaborate with our business stakeholders, get their support on promoting benefits. Work with Business partners in defining transformational benefits in terms of process standardizations along with efficiencies that technology can enable. I believe collaboration and partnering with Business functions in key and will always have positive results with transformational initiatives.CIO and Startup Advisor in Software, 10,001+ employees
I’m currently serving in the role of an enterprise transformation advisor, and “accountability” is the biggest issue I see. The real question is not who’s in the driver seat per se, but who needs to be in the car.Board Member in Healthcare and Biotech, 1,001 - 5,000 employees
You need a bus because everyone needs to be a part of the journey. When an enterprise is undertaking a transformational journey it impacts everyone directly or indirectly. The accountability finally rests with the “Leaders” who make or endorse the decisions.
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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.Chief Information Security Officer in Software, 5,001 - 10,000 employees
I am not sure there is a one-size-fits-all answer to the number and size of projects a project manager should oversee simultaneously. It is essential to evaluate the specific circumstances and factors involved in each situation. ...read more
1. Top line
2. Bottom line
3. Customer
4. Employee
5. Regulatory requirement
6. New capability/disruption