How Digital has Transformed the C-Suite | Hannington Tame
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Leading business transformation from the C-Suite

Even before the pandemic, organisations were beginning to transform as digital tech was changing how businesses functioned and how internal operations were run.  However, the pandemic forced organisations to build digital acumen in order to survive.

 

Digital technologies were radically rebooting relationships with customers and reconfiguring internal operations. As a result, the role of the Chief Information Officer (CIO) has evolved from running a support service to becoming the pivotal player in the C-Suite — informing decisions that span the effectiveness of sales to operations and logistics to data management, risk and security.

A recent Forbes article sets out how the C-suite can lead enterprise business transformation and coach their peers.  Here are some of the main points;

 

  • Executing powerful new software tools and assuring that people know how to use them does not transform companies.

 

  • Leveraging new software tools and technology to actually change the way we work is what matters.

 

  • The CMO should not accumulate authority or control over the chief growth officer.

 

  • They should play host and sherpa to to those critical players who have responsibility for all the various nodes of the network for growth.

 

  • There are core competencies that CIO’s need to coach C-suite peers on in order to transform their organisations outside of IQ & EQ, namely;

 

    • Technology Quotient (TQ)
      • The application of technology to every human problem
      • A mix of emotional, mental, and technical skills
      • How we show up as leaders and then lead the path forward

 

    • Relationship Quotient (RQ)
      • Adopt the mindset of co-elevation through serve, share and care
      • Relationship action planning through identification of the most critical relationships to your team’s success and invite them in
      • Take a disciplined, proactive approach to deepening and building critical relationships
      • Purposely build authenticity and trust

 

    • Business Quotient(BQ)
      • Being able to use digital to drive business outcomes
      • Use the digital agenda to reinvent how you sell, work and service your customers

 

Stereotypically, CIO's and Chief Technology Officers are not known as offering the same kind of social and emotional skills as, say, a Chief Marketing Officer or a CEO.

Image by Unsplash

Ali Spooner
alispooner@beringertame.com

Ali Spooner is Marketing Manager for Hannington Tame, the digital CEO and C-Suite recruitment specialist.



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