Many companies find themselves unexpectedly managing a completely remote workforce due to the global coronavirus pandemic. While some companies have managed the switch seamlessly, many organizations are having to find new ways of working and keeping their newly remote workforce productive in the transition. One area of concern, especially for IT team managers, has been their offshore workforce, which is typically required to be in the office setting.
In this Q&A, Splunk CIO Declan Morris shares insight into the technology approaches that will enable Splunk to double revenue in the next three years.
The role of IT has evolved from a centralized delivery model to IT as a service, where IT-owned capabilities are being offered as a service throughout the business to drive new levels of agility. One CIO embracing the changing role is Declan Morris of Splunk, which enables organizations to turn massive streams of data into operational intelligence.
Carole McCluskey is the Chief Information and Technology Officer of TrueBlue, a specialty employment service based in Tacoma, WA.
The role of the CIO is not what it used to be. Once upon a time, it was good enough to just go build stuff and that’s what our companies expected of us — to just go out and build things. Today, that’s not really our jobs anymore.
My job is about how we make sense out of all these things that are in our enterprise — how do we make sense of shadow IT?
How do companies innovate and digitally transform their business by using the same strategies, procurement and operating models and approaches to technology? They don’t. They have the same company, just with a flashy website or mobile app.
I had a meeting with a group of IT executives at a conglomerate in Southern Europe. The meeting was intellectually stimulating and provoked interesting discussions and actions to follow after the meeting. Even MuleSoft’s senior team was impressed with their vision and how forward-thinking the IT execs were.
Everybody wants to transform digitally. Our recent survey showed that 96% of businesses are either executing digital transformation initiatives or are planning to start them soon. This is ideal for companies that are looking to improve their processes, delight their customers and stakeholders, and bring new products and services to market to keep ahead of digital disruption.
One of the interesting facets of the digital revolution transforming the modern enterprise is that it’s creating new human challenges and opportunities. The IT head’s role is undergoing big changes due to technology, but those changes require new people skills every bit as much as technical chops. Success or failure as an IT leader depends a lot on how well he or she can manage people as well as software and systems.
Gartner calls this new type of IT head a “CIO Leader.” Gartner Fellow Marianne Broadbent and Gartner VP Ellen Kitzis say,
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