Challenges IT Leaders With 2020 underway, digital transformation remains considerably attention for business leaders — but what about the processes getting used to hit those targets? According to Stephanie Over by at The Enterprise Project, DX preparation is ongoing, but full culture change is on the horizon for 2020.
Digital is certainly still a priority with reference to funding, but a recent Gartner report shows that two-thirds of companies not only fail to deliver on their promises but also reveal “enterprise weaknesses, causing organizations to ascertain a gap between expectations and results.”
The gig economy
It’s few secret that both the gig economy and telecommuting are exploding. Thereupon comes the difficulty of data and IP security. While the benefits of distributed teams include flexibility and quick-pivoting, the aforementioned Gartner report warns that “A growing remote workforce, in both a work-from-home and co-workspace model will unintentionally expose the organization to vulnerabilities in data privacy and therefore the security of tip .” Another gig economy concern? Finding the proper talent.
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According to Jake Olcott, vice chairman of security ratings for Bit Sight, “Zero-day vulnerabilities receive the foremost attention from the media, but in 2020, hackers won’t bother with these highly publicized attacks.” Instead, simple strategies are going to be at work, like gaining access to a network through a vendor. Another concern is that the rise on ransomware, with some experts suggesting organizations will need to create a new role entirely, dedicated to combating this new cyber security threat.
Risk management (and expectations)
“Businesses and customers now expect software and solutions to have rapid releases that adapt over time, almost like consumer technology,” explains Matt Mead, CTO of SPR. “CIOs need to manage all IT projects during a way that mitigates risk. Start by ensuring projects are using a modern agile approach and place all high-risk activities early during a project’s life cycle.”
According to John Ferron, CEO at Resolve Systems, the talents gap in it’ll cause organizations to seem to automation for solutions. “As we look to 2020, IT teams should expect to see increasing specialise in intelligent automation and AIOps to assist them truly do more with less by automating repetitive tasks and processes and enabling each IT leaders to manage increasingly more infrastructure on a per-person basis.”
Technologies evolve quickly, and as a result, developing new skills are often a challenge. A culture of learning and development can help improve retention.
“Great Leaders stay Positive in the most difficult of challenges.
Terrible leaders stay negative even in the best of situations….”
More important than a reliance on technology, with reference to digital transformation? A change of mindset within the organization. “In the coming year, business leaders will got to understand that the digital transformation doesn’t end but instead becomes a part of how business leaders solve challenges,” says Geoff Web, vice chairman of strategy at software company PROS.
New security threats
Headline-grabbing recent events may spark surprising new security threats, says Rick Grinnell, founder and managing partner of Glasswing Ventures.
“The government shutdown helped contribute to an excellent cyber threat to the U.S. government, critical infrastructure and other public and personal organizations,” Grinnell says. “With the shutdown, many of the safety professionals watching for threats at a national level weren’t on duty, creating a much bigger hole for attackers. Time will tell if a month of lowered defenses will have deeper repercussions in 2019 and beyond.”
When exploring new cloud-based services, CIOs now got to ask about security across multiple platforms, says Laurent Gil, security product strategy architect at Oracle Cloud Infrastructure.
“Traditionally, multi-cloud leads the enterprise to manage many various , often incompatible and inconsistent security systems,” Gil says. “We think that selecting cross-cloud, cloud-agnostic security platforms is now fundamental in ensuring consistency, and most significantly completeness of securing enterprise-wide assets no matter where these assets live .”
Innovation and digital transformation
According to Gartner data, about two-thirds of business leaders think their companies got to speed up their digital transformation or face losing ground to competitors.
Most companies will continue on an equivalent path until they’re forced to do otherwise, says Merrick Olives, managing partner at cloud consulting company Candid Partners.
“Tying IT spend to strategic business capabilities and answering the question ‘How will this make us more competitive?’ is important ,” Olives says. “Value stream-based funding models as against project-based funding are getting more and simpler at tying board-level objectives to budgetary influences. the value structures and process efficiencies of legacy vs. a nimble digital capability are much different — nimble is less expensive and far more efficient.”
Finding new revenue streams
Ian Murray, vice chairman of telecom expense management software firm Tangoe, says that while the business landscape is ever evolving, the essential premise of creating a profit is that the same.
“The process to finding and exploiting revenue opportunities hasn’t fundamentally changed find a problem that we will solve that’s common, prevalent which people can pay to solve,” Murray says.
What has changed is that the emphasis on direct revenue generation landing within the CIO’s lap, says Mike Fuhrman, chief product officer of hybrid IT infrastructure provider Peak 10 + ViaWest.
“Maybe I’m old school, but I don’t think the CIO should be worried about directly generating revenue,” Fuhrman says. “I’m beginning to see this pop up more and more among my peers. to remain relevant as a CIO, many are working to try and productize themselves. While there are benefits to thinking that way, i feel it also can be a recipe for defocusing the team and therefore the boardroom. When it involves revenue-generating opportunities, the place the CIO belongs is focusing on those projects and digitizing the business into an automatic platform at scale. we’d like to remain focused on driving costs out of the business and scaling from a go-to-market perspective. That’s how a CIO should focus on revenue.”
Lack of agility
Organizations that aim to include agile methods sometimes end up limping along during a kind of hybrid model that comes with agile practices but also more linear “waterfall” methods. In short, the worst of both worlds.
Tangoe’s Murray lays it out: “Developers are coding to specific spec sheets with little conceptual understanding of how this button or feature fits within the general user experience. A disciplined approach is required to pull this off, where the answer to specific problems are addressed within a particular release. Each release is then coordinated for a group of sprints in order that a comprehensive solution that adds to the UX is achieved with every release and not just a set of requested features which will or might not support each other .”
“Leaders think and talk about the solutions. Followers think and talk about the problem….”
– Brian Tracy
The skills gap will lead many organizations to seek outside help. But these sometimes-necessary solutions can cause concerns with reliability and security.
“Our main focus is to deliver on the guarantees we make to every customer,” says Sanchez. “You build your reputation and business on this one critical thing. In outsourcing your work, the standard of the deliverable is usually at the mercy of the firm you outsourced to. Given the sensitive nature of the projects we manage, we utilize strict third-party vendor assessments to guage partners within the event a project requires us to think about outsourcing some or all of the specified tasks.”
In addition to quality concerns, outsourcing opens up security threats that are well known. “The specific threats for CIOs that ought to be top of mind are the insider and therefore the contractor,” says French Caldwell, chief evangelist with MetricStream and a former White House cybersecurity advisor. “Until we move faraway from passwords for credentials, humans will still be the most important threat.”
Matt Wilson, chief information security advisor at BTB Security, says there’s a disconnect between what’s put aside for the IT budget and measurable results for the business.
“Most organizations haven’t taken a tough , brutally honest, check out their current spend,” Wilson says. “There’s often too much momentum behind the way things are currently done, the solutions already acquired, and therefore the processes built over a decade to permit for any meaningful change. Instead, organizations may cobble together partial solutions that can’t ever fully address the root of the IT challenge — for instance , Equifax not patching a known vulnerability. We accept IT pain. We waste dollars. We frustrate our talented resources with solvable problems that are rendered completely impossible in our companies by momentum. For 2019, we should always refuse to be captive to history.”
Tools for a digital native workforce
Christian Teismann, SVP of worldwide enterprise business at Lenovo, argues that a new workforce of employees who grew up with digital technology demands new ways of working which will boost the bottom line.
“Gen Z, as an example , expects control over the kinds of technology available to them,” Teismann says. “They favor the technology they grew up with and use in other spheres of their lives within the workplace — also as a recognition of private and cultural elements. Tech-enriched, assistive spaces that are configurable and versatile will continue to trend.”
Isaac Wong, software engineering manager at Retriever Communications, calls 2018 a “bad year for IT publicity,” supported variety of well publicized hacks of huge companies and questionable sharing of customers’ online habits.
“Issues like privacy, security and device addiction must be addressed immediately by big and small players within the industry,” Wong says. “As a sector we’ve to be responsible corporate citizens. we’d like to point out that we care about the people we claim to be serving and act in their best interest. People trusted us and that we should be very respectful in honoring that.”
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