why CIOs shouldn't delegate digital transformation.

For many years, digital transformation has been a buzzword that repeatedly takes on different meanings.

In the early phase about ten years ago, it was all about mapping existing processes using digital technologies. A simple example of this was scanning documents that were previously stored in paper form or making them available as PDFs. With intelligent approaches such as Robotic Process Automation (RPA), previously manual process steps can also be automated on software user interfaces. Repetitive "click work" is finally a thing of the past.

But this is far from exhausting the potential of digital technology. A new step in the development of digitization is now beginning. This is primarily based on current developments in the areas of cloud computing, artificial intelligence and big data. Companies now have a completely new approach to the data that provides information about the current behavior of customers. The technology thus becomes the enabler of a new strategy. While corporate processes used to be the focus of digital transformation, today it is customer needs.

how strategy, technology and people interact.

The technological basis for evaluating data and the resulting conclusions requires a rethinking of corporate strategy. Business models and innovations are developed from the end; that is, based on a specific customer problem. What customers are looking for, what interests and needs they have and whether there are any signs of change in this regard - these are questions that need to be correctly assessed in the first step. Product and process development is downstream.

Strategy, technology and people are the three main driving forces. They can no longer be thought of independently of one another. Ultimately, trends derived from data are only worth as much as the conclusions that human observers draw from the data in the context of the specific situation. A successful and modern company organization supports its employees with the relevant know-how and at the same time knows how this can be used for strategic purposes. The ability to innovate is increasingly becoming the basis for competitiveness.

the CIOs become strategists, advisors and pioneers.

Last but not least, the approach described also entails a new role for CIOs. Up until now, their main task has been to strategically set up, monitor and further develop the IT landscape; mind you, an IT landscape that used to be a part of the company, but not the heart of it. This is changing fundamentally in the course of the digital transformation. The previous tasks remain unchanged, but the CIOs are also assigned the task of driving and shaping the entire change towards a digital company as a strategic companion to the management.

A frequently quoted sentence in this context is: “You cannot delegate the digital transformation.” Much of this is true, because in the modern role of the CIO all the levers and levers that we have already mentioned above come together. That doesn't mean, however, that CIOs have to do everything themselves. You yourself are well advised to put together a team of strategic companions who combine the necessary strategic, technological and human skills.

digital transformation includes the vision of a new type of company.

Once the possibilities of differentiated and AI-driven data analysis have arrived, this will have a fundamental impact on entrepreneurial activity. Because trends in customer needs can be identified at a very early stage and opportunities can be anticipated as a result. This approach means that new core competencies or business models are constantly being developed in order to take market requirements into account.

For this, CIOs need not only the right mindset, but also support from experts and an adequate technological infrastructure. Adequate methods such as targeted workshops can also help at different levels to identify further potential from the data.