Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine’s Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.
2018 ended with stock market volatility, worldwide oil surpluses and a lot more. However, for the CIO, it was pretty much business as usual. Last year’s success guide focused on a number of imperatives for the CIO and suggested some self-reflection and evaluation might be in order. Theses imperatives included:
- Creating business value with a focus on customer benefit
- Adapting to business change
- Optimizing IT investments with a focus on big data and data analytics
- Transforming IT’s capabilities with a focus on digitization and mobile computing
As always, CIOs do best when they first demonstrate they can deliver on expectations—and then use their established credibility to drive IT improvements that the organization needs (or will need soon). For 2019, I believe the expectation of the CEO and their leadership team will be that the CIO demonstrates decisive leadership, momentum and innovation that drive value to both the top and bottom lines.
As global economic volatility grows, CEOs are going to be more cautious and prudent with their capital investments. Even now, we are seeing corporations across varied organizations like Starbucks, Ford, Blue Apron, Nationwide, Pfizer and Union Pacific announce reductions in their workforce numbers (even as some like Starbucks are enjoying impressive profits).
Is this a sign of things to come? Are CEOs
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Published at Thu, 25 Apr 2019 04:00:00 +0000
