Are you a transformational leader?

To become true agents of transformation, today’s business leaders (CIO) will not only need to take a closer look at the projects and the ways that they fit within the business portfolio, but they’ll also need to remain nimble enough to constantly evaluate both projects and portfolio to ensure alignment with overall business objectives.

In order to do so, C-suites will need to work closely with their enterprise program management office (EPMO) to develop mechanisms for monitoring and measuring the impact of internal and external changes in relation to the current portfolio. Senior executives will want to be equally instrumental in helping direct their EPMO in managing these changes in a way that allows for the right level of flexibility for shifting focus in a timely manner as needed.

Working with the EPMO to identify not only where changes are likely to occur but also exactly how they will impact the organization as a whole is key; moreover, deciphering how to properly manage the change can is also paramount.

To successfully mitigate risks, it will be increasingly vital for these new transformational leaders to maintain consistent, open dialogue with other levels of management and their EPMO. After all, we’re talking about changing fundamentals that have the potential to materially impact the direction of their organization. At any point, what can seem like the smallest change within the internal or external environment of the organization can have the potential to not only derail a project but also to impact the entire portfolio and in turn compromise critical areas of operations.

Four critical skills tomorrow’s CIOs need to survive

The worldwide business backdrop is rapidly intensifying and becoming increasingly complex, which challenges tomorrow’s CIOs to come to the table with much more than high-level technical insights and experience.

Historically CIOs have played an executive-level information-systems and technology-oversight (IS&T) role when it came to all data and technology facets of the business, while they have not spent much time on other operations-wide aspects. With the swiftness of technology and globalization, tomorrow’s CIOs can no longer afford to play just this role. They will be required to develop additional knowledge in multiple business areas in order to become more resilient strategic thinkers. CIOs who are up for this challenge will gain a solid competitive advantage in their field and increase their value to employers; this will subsequently afford them opportunities previously unavailable.

For CIOs, landing and keeping a job is more problematic than in previous years. The time when CIOs held roles and responsibilities with absolute and defined boundaries has vanished.

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