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The role of the CIO is increasingly being asked to adapt and change, and still keep everything running smoothly at the core. Kevin Russo, Deloitte Lead Partner – Technology, Strategy & Architecture knows that as most CIOs will tell you, there is a vast difference between reengineering IT and reengineering technology for an entire organisation!
Adding responsibility for operational and emerging technology is being justified at CEO and Board level. And it is also exciting for the visionary CIO. But the impact of how re-engineered technology will operate across the organisation should not be underestimated.
Automation is playing a major part in changing the way CIOs manage the upkeep of the core infrastructure. As we increase workloads in cloud and hybrid environments, the ability to auto-scale and manage these platforms, is already shifting how we organise our teams. Now that the value and the promise of autonomic platforms are becoming a reality, CIOs will need to restructure and reengineer the organisation to adapt to and work with robotics, machine learning devices and sometimes newly skilled people.
We need to determine whether or not a new operating model should start by including robots and machines that are taking on tasks and responsibilities for the organisation. Given the operating model describes the way we operate and get work done, one could argue that including robots and machines makes perfect sense. But is adding them to the organisational structure going too far?
With CIOs increasingly taking on the responsibility of operational technologies, the convergence of analysing, monitoring, and managing both IT, and OT systems, is happening. However, the difference between the critical infrastructure in operational technology and the back office IT systems is a different skill set and requires a different understanding all together. Is it feasible to think we can manage IT and OT systems in a similar way, with a centralise organisation, including governance and standards? If not, then is it really a convergence? Or is it just the convenience of collapsing the management overhead?
With the emergence of IoT and autonomic platforms, the convergence of both the management of systems and people will exist. Using sensors and API driven approaches, accessing data from physical machines and OT systems, will provide the benefit of applying standards and service level agreements across the technology landscape.
The biggest challenge I believe, is not the technology or developing the automation, it is the change impact on our people. The fears of automation taking my job or robots taking over the world should not be discarded. (See the No Collar Worker trend). Many of your team members truly think they are being taken over/replaced. And certainly automation will replace some of the existing jobs in the technology space. But history tells us that advancements in technology also creates new and exciting jobs for us humans.
And we are, after all, still the creators of the technology, for now!
To read more detail on how best delver into reengineering technology along with some of our global CIO use cases see more here.
Kevin leads the Technology Strategy & Transformation practice in Australia and also the APAC Technology Lead Partner for Deloitte. He has over 23 years’ experience in the technology industry, focusing on the strategy and execution of innovative technology-enabled solutions. His experience spans across advisory and implementation of technology strategy and enterprise architecture, with a core focus on technology M&A due diligence and post-deal integration/separation. Kevin is a member of the Consulting Executive and a Deloitte Australia Board Member.
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