3 Ways Software Intelligence Supports the Changing Role of the CIO


The role of the CIO is changing. Increasingly, business is built on technology, and pressure for IT to become the Innovation engine whilst supporting existing operations is mounting. Software Intelligence helps CIOs navigate this challenge by providing unprecedented visibility into software’s inner structure, systems and architecture, arming the CIO with a blueprint of the IT estate and interdependencies. In fact, it’s kind of like an MRI for software.

Software Intelligence Enables Surgical Precision in Digital Transformation

Finding the balance between innovation and operational necessity is tough. According to IDG’s 2019 State of the CIO research, 91% of CIOs say their role is becoming more digital and innovation focused, while 80% say it’s challenging to find the right balance between business innovation and operational excellence.

This is the essence for digital transformation for most organisations – transforming IT into an innovation engine, whilst at the same time keeping the business running – akin to changing the wheels whilst still driving the car, with all the risks that brings.

Software Intelligence provides crucial insight to enable a smooth, secure and precise transformation. Like an MRI for software, CAST technology scans and understands software’s inner structure, architectures and composition to generate Software Intelligence, enabling the CIO to make more informed decisions, detect security threats and ensure the soundness of complex software systems.

A surgeon wouldn’t operate without an MRI scan, why would a CIO undertake complex IT transformation without Software Intelligence?

Here are three ways that Software Intelligence supports the CIOs changing role and helps maintain operational excellence:

1. Visibility into Software Interdependencies Helps Prevent Business Disruption

Armed with an interactive blueprint of the software estate, the CIOs can develop informed strategies to support business objectives and prioritise and manage legacy modernisation. This blueprint also accelerates understanding of existing systems and interdependencies to reduce risk in digital transformation.

2. Software Health Measures Provide a Common Language to Communicate with the Business

Software Health measures, like Robustness, Efficiency, Security and Changeability, based upon common standards give a true reflection of the health of the software system. Benchmarking and trend analysis enable goals and achievements to be communicated across the business, building trust and awareness with key stakeholders.

3. Understanding Complex Systems Enables the CIO to Break Down Silos with Confidence

Developing customer-centric organisations requires a holistic view of the business. Siloed systems bring significant software risk to the existing business - a huge challenge for CIOs. Software Intelligence extracts high-level software architectures, showing all technologies, frameworks and databases in the application. Ongoing monitoring provides crucial security and trend analysis.

As businesses look to the CIO to drive innovation, knowledge of the IT estate will become increasingly vital to CIO success. Visibility into the complexity and interdependencies of software systems will be essential to expose risks, capture value and identify opportunities.

For business operations to be effectively built on technology, a winning CIO must understand what they have to work with. And whilst the benefits to the CIO and the business of getting it right are significant, so too are the costs of getting it wrong. Software Intelligence provides visibility necessary for the CIO to operate, under pressure and at speed, and to be confident of a healthy and secure outcome for the business - with surgical precision.

Filed in: IT Leadership
Rachael Rowe
Rachael Rowe Vice President
Rachael is passionate about helping companies realise the opportunities presented by the fourth industrial revolution - as well as navigate the challenges. Rachael sees Software Intelligence as the key to this journey, particularly within Financial Services. Rachael has worked with BFSI clients for over 20 years, as an investment banker, strategy consultant and more recently with Forrester and Lexis Nexis.
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