IT Talent Revolution Enhanced ZBB, or ZBx, in IT is not solely about reducing cost. It also presents an opportunity to modernize legacy technology, reinvigorate teams with more agile ways of working, and infuse emerging skills and capabilities into the business.
IT Talent Revolution Human resources has to play a strategic role in leveraging AI to shape future of work and organization agility.
IT Talent Revolution Most leaders acknowledge the criticality of culture in achieving organizational agility and transformation yet think of culture as a black box that’s impossible to see or change. While culture and behavior change happen at an individual level, it is now possible to scale these changes with a combination of neuroscience, analytics, and technology capabilities.
IT Talent Revolution CEOs should use M&A as an opportunity to reassess and transform the IT organization’s profile, capabilities, and workforce to create sustained competitive advantage.
Accent Notes Today’s IT workforce must be agile and able to adapt to the business’s evolving needs. Here are three things CIOs can do ensure their teams can do that.
IT Talent Revolution There is a tremendous opportunity to leverage the sharp increase of work from M&A to redefine the IT workforce and organization. Leaders can better align technology functions to strategic focus areas by pushing internal resources and top talent toward business-facing, differentiated activities while aligning commodity activities toward key strategic partners that can manage those services even after the M&A activity has ended.
IT Talent Revolution The IT workforce is an oft overlooked component of successful M&A activities. With global M&A transactions projected to exceed $3 trillion in 2017, evaluating the IT workforce will be critical to fully capturing synergies in M&A deals.
IT Talent Revolution The question that should be on the mind of every IT leader is not 'Should my organization innovate?' but rather 'How can we do it at scale in a way the creates tangible returns quickly?'
IT Talent Revolution While there certainly is no silver bullet, one important imperative exists: banking technology leaders must radically rethink their approach to talent not just to align or partner with the business, but also to be a part of the bank’s core capabilities and products.
IT Talent Revolution Digital disruption is continually infusing itself into nearly every aspect of the way all industries and business functions go about their work and the management of IT talent is perhaps more affected (and affected more quickly) than many functions. The time is now to set your regimen and get 'talent fit' for the future.
IT Talent Revolution Whether you define the I in CIO as information, innovation, infrastructure, integration or any other term (and whether the role is internal to the business, customer-facing or both), there are three clear and straightforward groups of actions where leaders in information technology need to be constantly focused on increasing competencies - communicating, innovating and operating.
IT Talent Revolution This new multi-speed world certainly presents strategic opportunities particularly in enterprises which are dependent on existing ecosystems but want to shape the future at the same time.
IT Talent Revolution The need for IT organizations to innovate is something that has long been thought of as a ‘nice-to-have’ or a strategic goal, but digital transformation now makes it something essential to do effectively in the present.
IT Talent Revolution In this new age of global digital disruption across every industry, there is a hybrid concept that represents the future of success - strategic execution.
IT Talent Revolution The very nature of information and technology is changing and oftentimes right under the nose of enterprise IT leaders. Amazing opportunities are left on the table because the talent dynamics of implementing the next level of IT required for the business to be successful are not fully considered. While new technologies and their impact on our industries are crucial to a strategic IT vision, the long-term success of IT is truly about how it can create organizations that people want to work for.