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Speaker 1: What I'll say, is well, one of the important things, which is that I'd like to cover because I think it might benefit you, is how some of the most successful digital transformation programs have actually been structured from a human perspective.

So I've got the idea. So, yes. Absolutely it's fair to say you mentioned that is when an organization undertakes a large home-scale digital transformation. Typically, it’s generally not run by the CIO in terms of like completely owned or paid for doing that.

 The majority of organizations will actually bring in a specific CEO like someone with experience, you know, who has done this, taught in college, someone who has done this stuff for. 

About consequences, the  CIO basically, very often feel sidelined, quite rightly, because from a CIO’s perspective, you know, CIO especially are-, CIO roles has been changing for quite a while now but CIO which is a person that traditionally, sort the things, If it is related to technology, it's mine.

You know this is a sort of you know this is the kingdom thinking if it's related to technology and technology services, it's my responsibility, it's my budget, it's my thing to hug and hold and everything else.

 And of course, when organizations started taking digital transformation initiatives, they look- they often look at the CIOs and it's often CEOs and CFOs. They look at the CIOs and go-, OK, you are here, fundamentally, at the basic level you are here to make sure that the services that we have today keep running. 

Yes, operations, yes, you are here, you know, if we have an e-mail system go down that's in your wigs. But if we need to update our-uh- our Oracle solution, that's your remit.

 However, when it comes to things like digital transformation when it comes to things like digital innovation, the creation, and emergence of digital services, that's somebody else. So CIO is, basically, can feel very threatened.

Now, this is where, but from an organization perspective, they are vital to the success. They are vital to the eventual success of a digital transformation program because they understand there is pretty much nothing that they don't understand about the technology aspect.

 You know whether the services or whether its physical hardware-software vendor relationships whatever happens to be that they shouldn't be familiar with. So, the CIO but you've got to be that's an absolutely fundamental player.

 However, as you step through a digital transformation program you know the CEO will say, for the CEO who is responsible for the successful delivery of the program, you know, The CIO needs to help him. 

So, CIOs, you do have to watch CIOs very carefully because, while it is much more likely that they going to be much more professional, you can see, you can start seeing personal agendas creeping in because, they feel threatened, you know, on the one - the other thing, they can all say, they feel threatened on two fronts. 

Firstly, they can see some of their responsibilities being rotated in the admin seat. But secondly, what many CIO, especially that we've worked with when you sit down to on what- say look, tell me that really what is going on in your head. 

They actually feel that digital transformation is a strategic imperative for organizations. And that's a big role, it’s a good role. In a lot of cases, CIOs, especially that we've dealt with it from the outstay, you know, we have these early conversations with them, have felt that they are being pushed into more of a tactical role by CEOs and CFOs.

 

You shouldn't be saying, you are here to run the technology stack. That's it. And it's quite a tactical role.

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