To some community members, the opportunities of the CIO in 2020 will depend not so much on the agility of the CIO's company but how the company does its business - or what community member manjit 20/20 calls "the fundamentals."
"Agility is a key reality for organizations today, but it is not the fundamental thing. The fundamentals were known to a couple of guys called Hewlett and Packard -- who happen to be 21st Century thinkers born in the 20th Century," manjit 20/20 writes . "Just because we are capable of thinking in the 21st Century does not mean that we are capable of thinking like they do. ... the struggles we face today are agile, visible, uncertain and surprising. Who should really care about tomorrow, if you can't face up to today?"
Charles Bess and Daniel Marin both agree with manjit 20/20 , but believe CIO's need to find a way to make their companies more agile. "Shouldn't [CIOs] be focused on the actions that the information can enable?" Bess asks. "The CIO needs to reduce the time for action for the enterprise (in part and as a whole). Information may be the fuel for decisions, but having more information alone will not create more revenue or differentiate an organization in the marketplace. It is what gets done with the information th that makes a difference."
When it comes to IT spending, "More often than not the marketing or finance
"Agility is a key reality for organizations today, but it is not the fundamental thing."
departments were the driving force behind ... projects (and, subsequently, the main beneficiaries) ... So, you could say that the CIO focuses on the 'I' in IT, but the CFO/CCO will actually use it," Marin notes.
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