CIOs reshape IT culture in wake of pandemic
IT leaders are leaning on lessons learned from the pandemic to redefine IT cultures and refine IT strategies as they move toward a new year of uncertainty.
From the first days of the pandemic, IT leaders have had to grapple with wildly unexpected circumstances — from transitioning thousands of employees to a work-from-home (WFH) environment, to near overnight platform rollouts in support of virtual teams. And for many, culture has proved to be the key unsung factor in their organizations’ ability to navigate unprecedented times.
Companies that had not established a resilient, transformation-focused culture prior to COVID-19 have struggled in the face of global shutdowns that have disrupted business as usual. Organizations that either pivoted to or had already embraced a transformation mindset, however, have been better equipped to meet the challenges of the rapidly changing environment, and to protect the health of their teams and their bottom lines.
And with companies having to adjust to new approaches to collaboration and productivity, the pandemic has provided IT leaders an opportunity to rethink and refine IT culture moving forward. Remaining agile, adjusting strategies, nurturing new approaches to work — here’s how several high-profile CIOs have helped guide their organizations through the chaos, leveraging pandemic-related changes to establish a transformation-minded IT culture for the future.
Mitigating culture shock
Maintaining the culture and morale of individual teams and the organization as whole has added a unique layer to the challenges companies now face, and for many IT leaders, the pandemic has magnified the importance of communication.
Lisa Davis, senior vice president and CIO of Blue Shield of California, has always believed in leading with honesty and transparency. “At Blue Shield, the health and safety of our employees is our number one priority,” she says. “Understanding where they are and what’s needed for them to thrive and be productive is top of mind.”
But the pandemic has elevated the need to be present and accessible as well, as Davis says she’s made herself available to weigh in on decisions and take quick action in support of her employees and the mission of the organization.
“As leaders we need to set the tone,” she says. “We had a great company culture prior to the pandemic, so I think that made the transition a little easier, but open and transparent communication at all levels of the organization is essential.”
Davis says she encourages leaders to seek ways of building a sense of community and camaraderie throughout teams, investing in technology and collaboration tools to maximize the user experience and ultimately help employees feel connected.
Read more HERE
10 future trends and how CIOs can keep ahead in 2021
After a year disrupted by a global pandemic, the next normal is starting to take shape. Here’s a look at what’s ahead for IT organizations.
As the COVID-19 pandemic has unfolded, CIOs have faced epic challenges unlike any they’ve previously weathered. For many business leaders, recovery isn’t just a return to their former state but a top-to-bottom rethinking of what business they need to be in and how their business must be run. As the chief owners of the digital infrastructure that underpins all aspects of modern enterprises, CIOs must play pivotal roles in the road to recovery, seeking the “next normal” while still performing their traditional roles.
The following predictions, based on the IDC FutureScape: Worldwide CIO Agenda 2021 Predictions, present information about technologies, markets, and ecosystems to help CIOs better understand future trends and their impact on the enterprise, and offer guidance on complex, fast-moving environments, proposing prescriptive, actionable recommendations for the next five years.
1. By 2022, 65% of CIOs will digitally empower and enable frontline workers with data, AI, and security to extend their productivity, adaptability, and decision making in the face of rapid changes. Businesses need teams and workers to function more autonomously, making decisions in the face of great uncertainty. Frontline workers are in the best position to gain real-time knowledge of changes in customer behaviors and external environments. But they need access to data and intelligent tools embedded in their workflows in a seamless fashion. CIOs will need to bolster IT capabilities in data science, AI, and human-machine interface and advanced intelligent workflow design.
Recommendations:
- Acquire talent through hiring, development, and partnering ahead of the curve to avoid critical gaps.
- Create centers of excellence (COEs) for data/analytics, AI, machine learning (ML), and workflow and task automation.
- Ensure strategies, policies, and tools are in place to secure sensitive data and ensure proper usage.
- Plan for the evolution from directed digital workers to hybrid digital/human workers to self-governing digital workers.
2. By 2021, unable to find adaptive ways to counter escalating cyberattacks, unrest, trade wars, and sudden collapses, 30% of CIOs will fail in protecting trust—the foundation of customer confidence. According to a recent IDC survey, 63% of organizations are investing in cybersecurity to build digital trust for customers, employees, and partners. Despite these investments, almost one-third of CIOs will fail to fully surmount the fallout from adverse events as the intensity and diversity of threats escalate, resulting in degradation of trust in their businesses. CIOs will be expected to lead all technology aspects of risk management for the enterprise and its ecosystems at a time where funding is scarce and scrutinized.
Recommendations:
- Rethink risk management strategies in the new context of high volatility, increased threats, and business uncertainty.
- Embrace modern practices and leverage proven frameworks like NIST.
- Create trust objectives and strategies to focus efforts on high-payoff initiatives.
Read more here
7 attributes every IT leader must have
Leadership has little to do with one’s title or seniority; it’s an attribute that’s earned over time through study, practice and commitment. Are you prepared to become a true leader?
Becoming a true IT leader — someone who inspires teams to consistently reach new heights — requires skills that can only be acquired over time through hard work and a commitment to succeed.
Transformational leaders are typically described as lively, passionate, engaging and energetic. Such individuals aren’t focused only on helping teams achieve their planned goals; they also work hard to help team members reach their full potential.
Becoming a respected and prized leader isn’t easy, but it’s a goal within reach of just about anyone who’s willing to commit to the task. Here are seven fundamental attributes every IT leader needs to possess — and how to acquire them.
- Agility
- Vision
- Empathy
- Steadiness
- Authenticity
- Accessibility
- Curiosity
Get more details HERE
How to build a resilient IT culture
The pandemic has underscored the importance of thriving through hardship and uncertainty. IT leaders discuss how they’re adjusting their leadership practices to help foster this key IT trait for the long haul.
The word ‘resilient’ is cropping up a lot lately as a cultural cornerstone for coping with the pressures the pandemic has foisted on IT. CIOs have played a significant role in enabling organization-wide remote work strategies at speed while accelerating digital initiatives central to the business in uncertain times.
For many, the ability to shift gears, double down and navigate hardship has been a testament to an IT culture capable of withstanding and recovering quickly from difficult challenges. For others, rising to the occasion has been a crash course in resilience, offering hard-earned lessons in what it will take to thrive in IT in the months and years to come.
“The last few months have been a huge social experiment for every company around the world,’’ says Jacqui Guichelaar, CIO of Cisco, who adds that many leaders discovered their staffs can be just as productive working remotely as in the office. The upshot? Leaders must model certain behaviors in this new way of working, she says. “Traditional tactics don’t work in the new reality.”
Here, IT leaders discuss what makes an IT organization resilient, and how they are adjusting their leadership practices to ensure IT can foster this key trait for the long haul.
Put people first
Keep connected
Find common purpose
Foster career growth
Establish mutual respect
Take care of yourself as well
More Details HERE
7 attributes every IT leader must have
Leadership has little to do with one’s title or seniority; it’s an attribute that’s earned over time through study, practice and commitment. Are you prepared to become a true leader?
Becoming a true IT leader — someone who inspires teams to consistently reach new heights — requires skills that can only be acquired over time through hard work and a commitment to succeed.
Transformational leaders are typically described as lively, passionate, engaging and energetic. Such individuals aren’t focused only on helping teams achieve their planned goals; they also work hard to help team members reach their full potential.
Becoming a respected and prized leader isn’t easy, but it’s a goal within reach of just about anyone who’s willing to commit to the task. Here are seven fundamental attributes every IT leader needs to possess — and how to acquire them.
- Agility
- Vision
- Empathy
- Steadiness
- Authenticity
- Accessibility
- Curiosity
Get the details HERE
Project Engineer Opportunity With A Growing Company in Dallas, TX
Our client, a Professional Services company, is looking for a Direct-hire (not contract, not C2C) Project Engineer.
Job Description: The Project Engineer (PE) is a senior-level role responsible for the design and implementation of LAN/WAN, Server and Cloud Services technology. PEs are required to work closely with our Design Desk (system architect) and deliver technical solutions that meet a client’s business requirements, and therefore must be able to communicate effectively across all levels of a corporate structure. The PE will provide some tier 3 technical support to clients and internal support team members.
Position Functions:
- Virtualization (VMware and Hyper V)
- Physical and Virtual Host Server Hardware
- Windows Server and Active Directory
- RDS/Remote App | Citrix
- SQL Server
- VoiP and PBX based telecom
- Enterprise Storage Solutions including SAN, NAS, and Tiered/Cloud Storage
- Enterprise Backup and DR Solutions
- Cloud Services including Azure and O365
- Email Services including Premise and Office 365
- Wireless Access Technologies
- Security and compliance technologies
- Desktop and Mobile Device Technology
- Application Software with 3rd party coordination
• Travel to client sites to provide onsite service and support as necessary (95% DFW local)
• Work closely with vCIO and Design Desk to solution technology to meet client business objectives
• Participate in on call support rotation
• Onboarding and accurate documentation of client systems.
• Provide pre-sales design and support to internal team members.
• Evolve internal professional services processes in response to rapid industry changes.
• Document internal processes and procedures to maintain consistent results and efficiencies, including creation of network diagrams and technical process documentation and checklists.
• Effectively communicate with clients and manage their expectations, support the project coordinator/manager.
• Manage and transport products and inventory for assigned projects.
• Attend and conduct internal and client meetings.
• Maintain industry product knowledge through training and certification programs.
• This role will also include
- the application of systems analysis techniques and procedures, including consulting with users, to determine hardware, software or system functional specifications, collaborating with the project manager and design desk team to do so;
- the design, development, documentation, analysis, creation, testing or modification of computer systems (OS’s) or programs, including prototypes, based on and related to user or system design specifications provided by the design desk;
- and the design, documentation, testing, creation or modification of OS’s.
If you have this experience, feel you are a fit for this position, and are interested, please answer the questions below:
Regards,