The importance of information technology and its drivers in the company continues to rise rapidly against the background of new business opportunities through digitization and industry 4.0. By starting with other technologies such as Big Data, Data Analytics, Social Media, Mobility / Connectivity and Cloud Computing, new products and services, as well as business models, processes and value chains emerge. This development and changing expectations of the enterprises put IT departments under pressure to rethink their existing operating models and set-up.
The CIO team has to overcome a very difficult balancing act: on the one hand, the business lines expect IT in the context of digital transformation to implement important innovations quickly and dynamically with unchanged attention to and performance in existing IT services and systems. They are to be offered solid, secure and cost-effective as a reliable backend for future digital services.
The pressure is often a result of excessive expectations to create financial and resource-oriented margins for investments and digital innovations in by increasing efficiency of legacy operations. This shall be achieved through the standardization and consolidation of the existing IT landscape, the migration to cloud computing models (whether SaaS, PaaS or IaaS) and the increased use of near- and offshoring.
It remains open, wich IT target operating model offers the highest efficiency and probability of success as well as manages the balancing act between evolution and revolution best. Trends such as bimodal or two-speed IT, from our point of view, ignore reality in companies and therefore lower acceptance levels and make implementation generally more difficult in IT organizations. It is rather the job to tackle the following dimensions for the IT as a whole and to initiate corresponding transformation processes:
- Alignment of IT leadership with new requirements and management responsibility
- Initiate change within IT organization and employees to adopt new technologies, agile methods and new forms of cooperation
- Development and adoption of an integrative innovation process for IT and business
- Focus IT, systems and innovations on user (customers, employees) requirements
- Introduction of new sourcing options (cloud computing, cloud services) where useful and value-adding as well as building appropriate governance and control structures
- Analysis of new topics like IoT, Blockchain or Data Analytics and promotion within the company
- Providing flexible data exchange platforms and mechanisms (e.g., API architectures, data management)
- Securing the increasingly open IT platforms and systems against misuse and data theft (for example cybersecurity, data security)
In addition to the realignment of IT, it is key to clarify within th IT strategy processes how the company's IT is positioned with respect to the digital transformation. If business lines build their own platform products, this often happens without the IT. It is also unclear to what extend they require internal IT, when complete applications can be sourced as cloud services directly from the provider. The fact that these systems have to be integrated from data and security standpoints is initially ignored. Therefore IT should focus on actively promoting SaaS or PaaS offerings and serve as an integrator and data architect of the entire IT landscape.
An IT organization not offering ideas for innovation only responding to customer requirements within a classic demand management will have to fight for its existence in the future.
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Master of Engineering and Business Administration
At 4C you will not encounter consultants corresponding to usual stereotypes. And certainly not in the person of Joerg Bassen, who - as an engineer - stands for the principle of gravity, that means a down-to-earth attitude, objectivity, careful consideration and thorough analysis. Not only our clients benefit from his “engineer’s viewpoint” and his distinctive analytical skills, but also our internal knowledge exchange and qualification activities for our consultants.
His focus lies within the CIO and CDO Office and including IT strategy, sourcing management, digitization, IT Controlling / decision making and change management. Concurrently he heads as managing director our digital joint venture GROUP ZERO ONE, where he advises companies in developing, initiating and monetizing digital business models.
He has extensive experience in various industry sectors.
Master of Mathematics
Where does the "extra mile" many people talk about exactly begin? For Focke Meyer it really starts with true curiosity and a genuine interest for the products and services of his clients. And it goes further if one makes our clients' problems his own. “Success justifies the extra mile,” he says and is sure that decision-makers especially in bottom-line oriented and owner-led companies appreciate his attitude.
His main focus lies within the CFO and CIO Office especially in the integration of performance management, reporting, consolidation and planning systems, sourcing management, IT strategy and decision making systems.
He has extensive experience in numerous industries, especially healthcare, financial services, technology, industrial services as well as manufacturing.