CIO Expectations for CEOs in the New Year

by / ⠀Entrepreneurship / December 7, 2021
CIOs and their teams must adapt — or continue to evolve — to better represent the demands of their businesses, workers, and customers.

CIOs and their teams must adapt — or continue to evolve — to better represent the demands of their businesses, workers, and customers.

The young CEO who wants to work smoothly with their CIO needs to learn how to be creative.

A CIO is never a very soft-spoken sort or much given to introspection. They are take-charge personalities. So you have to treat them accordingly.

Give them room to work, but make sure they know what the parameters are. Never build a fence around them. Always keep their job description handy.

Subtle IT Shifts in the New Year

Because most firms rely on technology for successful marketing outcomes and customer service, CIOs must assure their CEOs that IT operations are ready for 2022 and beyond. But, for the CIOs and CEOs they answer to, these business-as-usual operations are essentially table stakes.

In many respects, the worldwide pandemic has sped the pace of IT-related changes, putting employee productivity and corporate operations in danger due to possibly obsolete IT processes.

Notably, some of these are issues and opportunities that require a CEO’s attention and the shift of company money to programs with the greatest influence on business operations and outcomes.

In 2022, CEOs should expect CIOs to boost job performance.

Hopefully, the previous 18-24 months’ struggles have proven the value and creativity of global IT teams. Especially in keeping staff safe and productive.

In 2022, in addition to addressing board-level concerns about cybersecurity, CIOs should focus on two critical possibilities to maximize staff productivity.

The first of these prospects, digital transformation, has been in play for over a decade. However, the pandemic’s remote-working requirements boosted its adoption. The key point is that the digital economy is not a one-off effort with a fixed deadline.

Most of what is required for practical information technology may be achieved through “enterprise service management.” Sharing ITSM capabilities to enhance other business units’ operations is omitted.

Services, experiences, and outcomes are also significant omissions. There’s a gap between the IT provider’s performance-based perspectives and the people they serve.

That’s why IT experience management (ITXM) has risen in recent years, as the gap between supply-side and demand-side viewpoints of IT performance causes operational and productivity concerns. Not only in the past but also in the future.

For example, when IT advancements increase IT efficiency but reduce employee and company productivity. This is the second chance, and it must be fully grasped to guarantee that the first’s efforts contribute the desired value.

Why CIOs Must Spend in ITXM

The aforementioned gap isn’t only a heritage issue. It can get worse in the future.

When it comes to improving the status quo with technology, it’s important to make sure that you’re making the proper judgments and not making poor choices.

So that any new or updated IT services and support capabilities are focused on the people who make businesses tick — their workers. For example, a firm that has implemented or is implementing a service-oriented management approach may not be enhancing employee satisfaction or productivity.

If any present IT methods are “failing” in terms of employee experience, sharing them with other business units won’t increase employee experience. It may even hurt it.

How CIOs Can Start Investing in ITXM Now

Your CIO is focused on improving company processes and outcomes. However, they must also focus on improving employee experience. Importantly, this requires time and a cultural shift.

It’s advisable for companies to change ASAP if they want to be an employee-centric IT service in the next one-two years.

However, many firms, even those that see the value of employee experience management, are unsure where to begin.

In order to assist enterprises of all sizes, the ITXM framework is worth a look. IT skills, whether internal or outsourced, may be humanized by focusing on people rather than processes. This allows IT staff to focus on end-user experiences and enhance the most important components.

The ITXM Framework Explained

After measuring end-user experiences, the ITXM framework shares the results with business stakeholders (including IT) and third parties such as vendors and shareholders.

The next phase is to identify challenges and opportunities based on employee feedback. IT outcomes remain crucial. Business value depends on it. End-users should be IT’s priority.

As refinements grow, so will satisfaction. And efficiency. Your bottom line will be healthier.

Information security automatically leads to digital transformation. It’s only natural.

What impact will these proposed modifications have on staff productivity? Look forward to increased employee input in the New Year. Prepare for it. These matters affect them. Your IT supplier may need to reinvent itself to improve your business outcomes.

About The Author

Kimberly Zhang

Editor in Chief of Under30CEO. I have a passion for helping educate the next generation of leaders.