If you want to change your corporate culture, look no further than your CIO. As companies in virtually every industry embrace technology to achieve their strategic goals, the importance of the CIO in the internal culture will only increase.
For years, the corporate culture (and everything that went with it) was generally the providence of the CEO, who then worked with human resources to implement the plans. Today, however, the CIO has a bigger role: putting technology at the forefront of how your business runs. And this is in addition to all the other issues that CIOs need to pay more attention to, including cybersecurity, diversity and inclusion, and architectural vision.
“When you think of an organization that wants to behave this way, people use technology and the business processes and policies designed around the technology to do their day-to-day work. “Elise Olding, vice president of research at Gartner, told Dice in an interview.” We’re seeing CIOs starting to realize that if they want an Agile organization, if they want people to take decisions, are they giving them the data they need? Or do they have a ‘let’s just give them enough to do their job and keep them in their box’ mentality. “
Olding and his colleagues at Gartner took a look at how IT managers work with HR and HR managers in a 2019 study. They believed that by 2021 CIOs could be as responsible as human resources for cultural changes in companies. This prediction seems to be coming true, especially given the increasing pressure to succeed in digital transformation.
From Gartner’s perspective, the evolving role of the CIO in the enterprise stems from the “ContinuousNEXT” approach of the enterprise, a method of analyzing how issues such as digital transformation are changing businesses, the way people work and the way leaders have to react.
“If you think about who is creating the most change in an organization, the area that tends to do that is technology and IT, and we see the pace of new technologies accelerating and becoming more and more rapid.” Olding said.
This change in corporate culture does not mean that CIOs will take over HR or complement their HR colleagues. Rather, it is a partnership that has already started to develop and could become even more of a norm in a few years.
“We see the CIO teaming up with the HRD or HR and asking: where we need to be in the next five years. What are the things that you are working on and what kinds of abilities do you want them to have? ‘ Olding said.
“East [technology] will allow people to make decisions faster? Will this create innovation, ideas and opportunities to be shared within the organization? She added.
For CIOs, many of these changes are already here.
Jonathan Feldman, who served as CIO of Ashville, NC for more than 14 years, believes technology leaders need to lead the way in staying innovative and empowering customers, whether internal or external, access to what they want to do their work or their experiences. better.
“Here’s the problem in my opinion: a good CIO is about change because innovation is about change, and if IT isn’t going to help an organization innovate, then why not outsource it? Feldman told Dice. “I think great CIOs always ask what’s next and how are we going to be better. It’s not about change for the sake of change, but how can we be better and how can we use tools and processes to be better. “
Feldman believes that the operational part of IT should be delegated to another staff member, leaving the CIO open to invest in innovation for the benefit of the organization: the center’s change agent.
David Gdaniec, the CIO and co-founder of Brand Alignment, an Amazon brand protection and monitoring company based in Buffalo, NY, believes the relationship between CIOs and HRDs is becoming increasingly important.
“CIOs rely on HR to provide a skilled and talented workforce that will encourage and embolden the company’s vision for digital transformation,” Gdaniece wrote in an email. “In this mutually beneficial partnership, we see CIOs using technology to help shape company culture and behaviors to align with the goals of their HR partners. For any successful alliance, it is important to have clearly defined and well communicated goals. The use of technology to create the desired cultural and behavioral direction is amplified by the clarity and alignment of these goals with the vision of the company.