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What are the steps that must be taken and the new attitudes to be adopted?
The Gartner, A world leader in technology research and advice, says algorithms accelerate the value of the digital economy, also called by Gartner analysts the 'economy of connections'. According to Gartner, for CIOs to increase their influence, they need to focus on the power, scale and dynamics of digital companies based on the connections between people and equipment, interconnections and relationships, and the value of algorithms.
“The term value can have many meanings. It can refer to the knowledge and insights gained, or the trusting relationship you build. In the end, value is what we achieve for customers and citizens. The greater the consistency of the connections, the greater the potential value reaped,” says David Willis, Vice President and Distinguished Analyst at Gartner.
CIOs can create this consistency through three steps: give, receive and multiply:
- To give – Access to everything that is more valuable shared than restricted;
- To receive – Benefit from all other existing resources, and exploit the power of the various types of computing and information networks;
– multiply – Allow connections to interact directly with each other.
“All people, businesses and things have a value to offer. Value is only really gained when they start interacting with each other. The goal is to multiply these connections. They should be facilitated and encouraged by you, not controlled by you. This is achieved by creating a tight fabric, a weave of connections,” says David Willis, Vice President and Distinguished Analyst at Gartner.
Remove obstacles – To deliver on the promise of the connection economy, CIOs must overcome three obstacles: Tendency to Control; Inertia; Lack of confidence. “The main thing is the mindset. Control is exchanged for influence. Inertia is removed through diversification, and distrust must be turned into trust within IT, the enterprise and elsewhere,” says Betsy Burton, Vice President and Distinguished Analyst at Gartner.
Shift from control to influence – To really get results, CIOs must evolve. “The CIO who acts as a trusted ally is an information and technology leader across the enterprise. He has the ability to decide whether technology ownership will be used inside or outside the IT department,” says analyst Betsy Burton. For her, one characteristic that sets CIOs apart from other executives is their 'intuitive thinking'. These professionals best solve complex problems creatively. With the arrival of algorithmic economics, opportunities are created to develop the CIO's skills, capabilities and ideas in order to broaden the executive's circle of influence.
Shift from inertia to diversification – As CIOs follow a path that leads them to create greater and more valuable influence, they also need to diversify. IT companies must overcome the inertia they have built up over the years. This new attitude also demands overcoming some management myths:
The fatalism of old systems – The belief that we cannot abandon previously deployed systems. These applications and infrastructure should have been eliminated a long time ago, or the company will never see a return. It is essential to carefully analyze small projects, technical deficiencies and historical failures that could harm the department. Eliminate these systems.
The power of alternatives – You believe that building, owning, and coordinating you do will lead to better results. But the truth is, if anyone can do it better, let him do it. Independent developers who are not under the control of the CIO, for example, are the future of software development. Find them and join them.
Trust and verify – Trust is an emotion. “It's the belief people have in their behavior. Algorithms enable companies to trust people to the degree they deserve: dynamically and at scale. Trust is a two-way street. People also need to believe in the company they work for, to be connected,” says Betsy Burton, Vice President and Distinguished Analyst at Gartner, which highlights the four fundamental elements of trust: producing results; be predictable; understand the human context; be visible.
“The term value can have many meanings. It can refer to the knowledge and insights gained, or the trusting relationship you build. In the end, value is what we achieve for customers and citizens. The greater the consistency of the connections, the greater the potential value reaped,” says David Willis, Vice President and Distinguished Analyst at Gartner.
CIOs can create this consistency through three steps: give, receive and multiply:
- To give – Access to everything that is more valuable shared than restricted;
- To receive – Benefit from all other existing resources, and exploit the power of the various types of computing and information networks;
– multiply – Allow connections to interact directly with each other.
“All people, businesses and things have a value to offer. Value is only really gained when they start interacting with each other. The goal is to multiply these connections. They should be facilitated and encouraged by you, not controlled by you. This is achieved by creating a tight fabric, a weave of connections,” says David Willis, Vice President and Distinguished Analyst at Gartner.
Remove obstacles – To deliver on the promise of the connection economy, CIOs must overcome three obstacles: Tendency to Control; Inertia; Lack of confidence. “The main thing is the mindset. Control is exchanged for influence. Inertia is removed through diversification, and distrust must be turned into trust within IT, the enterprise and elsewhere,” says Betsy Burton, Vice President and Distinguished Analyst at Gartner.
Shift from control to influence – To really get results, CIOs must evolve. “The CIO who acts as a trusted ally is an information and technology leader across the enterprise. He has the ability to decide whether technology ownership will be used inside or outside the IT department,” says analyst Betsy Burton. For her, one characteristic that sets CIOs apart from other executives is their 'intuitive thinking'. These professionals best solve complex problems creatively. With the arrival of algorithmic economics, opportunities are created to develop the CIO's skills, capabilities and ideas in order to broaden the executive's circle of influence.
Shift from inertia to diversification – As CIOs follow a path that leads them to create greater and more valuable influence, they also need to diversify. IT companies must overcome the inertia they have built up over the years. This new attitude also demands overcoming some management myths:
The fatalism of old systems – The belief that we cannot abandon previously deployed systems. These applications and infrastructure should have been eliminated a long time ago, or the company will never see a return. It is essential to carefully analyze small projects, technical deficiencies and historical failures that could harm the department. Eliminate these systems.
The power of alternatives – You believe that building, owning, and coordinating you do will lead to better results. But the truth is, if anyone can do it better, let him do it. Independent developers who are not under the control of the CIO, for example, are the future of software development. Find them and join them.
Trust and verify – Trust is an emotion. “It's the belief people have in their behavior. Algorithms enable companies to trust people to the degree they deserve: dynamically and at scale. Trust is a two-way street. People also need to believe in the company they work for, to be connected,” says Betsy Burton, Vice President and Distinguished Analyst at Gartner, which highlights the four fundamental elements of trust: producing results; be predictable; understand the human context; be visible.
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