How do you manage digital transformation when you are a CIO of a large organization? While going digital has become a mandate, it can still be a scary proposition considering the scale and complexity of an organization’s computer system and the rapid pace of technological change. Regardless, it presents an opportunity for CIOs to reposition themselves at the heart of business operations.
Evolution of computer systems in large companies
Over the years, most large companies have accumulated many layers of technology. Some management systems – such as those in the Banking and Insurance industries – work well despite running on technologies that are more than forty years old. During that time, multiple architectures, frameworks, web services, and languages – some more successful than others – have appeared on the market and have been adopted by these same companies. Add to that the disparate technologies accumulated from mergers and acquisitions, not to mention the problems due to system integration, and these layers have created a huge "cluster" of interconnected applications; a cluster that companies must manage.
Making matters worse, IT departments have seemingly become the main target of budget crunching, leaving teams to do more with less to contain and maintain systems. And let's not forget the image of CIOs in recent years, which has not always been very positive with users due to lack of responsiveness, interface complexities, and not responding to user needs, which have arisen during developments, causing delays in delivery, interruptions of services, waiting on the disposition of incident tickets…the list seems endless.
Impact of Digital Transformation on CIOs
Whether it is independent of these issues or because of them, the digital transformation companies are experiencing on a daily basis has been causing a sea change in the configuration of IT departments, and has had many significant impacts on the roles of CIO, including:
The moral of the story is that CIOs cannot act alone and must surround themselves with competent teams not only to contain the developments of legacy systems, but also to invest and innovate to provide products or services to the market to end users as soon as possible.The CIO of today is now at the intersection of the company’s teams, end users, market players, partnerships, startups, and publishers. Digital transformation offers CIOs an opportunity to reestablish themselves as an essential owner of better, faster service for all facets of the business.
Erik Oltmans, an Associate Partner from EY, Netherlands, spoke at the Software Intelligence Forum on how the consulting behemoth uses Software Intelligence in its Transaction Advisory services.
Erik describes the changing landscape of M & A. Besides the financial and commercial aspects, PE firms now equally value technical assessments, especially for targets with significant software assets. He goes on to detail how CAST Highlight makes these assessments possible with limited access to the targetâ€™s systems, customized quality metrics, and liability implications of open source components - all three that are critical for an M&A due diligence.