By Christiaan Heyning, Mckinsey & Company and Vivek Lath, & Greg Peacocke, Mckinsey & Company
This is nothing new for most CIOs – many have been in this “war for talent” already, and hence can take the lead in this area company wide. Together with business and HR, CIOs can train the whole organization to be more tech savvy. Several Chinese steel plants, for example, have trained hundreds of analytics translators from a range of operational and functional backgrounds, who are now “embedded” throughout the organization to use data science to solve production issues.Drive agile processes alongside existing systems Developing and implementing digital solutions often requires an agile way of working, usually alongside other business parts that continue work in the traditional style. That’s not an easy feat to manage, and again, CIOs have often been living in this world for a while already using the so-called “two speed IT delivery engine”: on one hand the stable backbone of enterprise systems (eg ERP) that you don’t want to mess with on a weekly basis; and on the other hand the rapid development of apps, models, bots that have release cycles measured in weeks, not months. For example, one Asian mining launched a two-speed delivery approach: first, creating mobile applications to better use underutilized legacy systems, and, second, overhauling its technology architecture to capture valuable data in an integrated data warehouse.
It’s not about technology, it’s about impact through the use of technology