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Creating and maintaining digital policies is, by nature, a team endeavor. After all, it’s hard to think of a single aspect of modern business that hasn’t been impacted — if not completely disrupted — by the digital revolution. So coming up with policies that make sense and will actually be used requires input from many functional areas.
Somebody, however, has to be the owner. Someone has to lead the effort. Frequently, that role falls defacto to the CIO as head of IT. But can the CIO own digital policy?
The CIO’s changing role
It makes sense to conclude that the executive responsible for technology should also be responsible for policies governing the use of that technology. But there’s a catch: Neither the technology nor the related digital policies mean much if they don’t act to support organizational goals and strategies.
Unfortunately, many CIOs haven’t been involved in strategy at that level. Historically, organizations have seen IT as a tactical area that executes strategies determined by others. If that’s been your experience and you’re suddenly asked to be in charge of digital policies, you may feel like a wedding planner who’s just been asked to choose your client’s future spouse.
A wedding planner’s role, after all, is to tell the bride what’s possible — presenting her with a list of options for locations, dates, menus, entertainment, etc. — and to then make sure those choices are carried out to perfection. Choosing the groom, on the other hand, requires a much deeper knowledge of the bride than most wedding planners have.
That’s the same reason a lot of CIOs struggle when it comes to leading the charge for comprehensive digital policies. Technical expertise isn’t enough anymore. You also need things like an intimate knowledge of the company’s strategic goals for digital, legal expertise, knowledge of risk and compliance, a vision of how to weave all the functional silos together in unified pursuit of those goals, and the leadership/people skills needed to mitigate conflicts about resources, territories, and egos. Alternatively, you at least need the ability to form strong organizational partnerships that can help assemble all of these capabilities.
The good news is that it’s not all that hard to get there.
Preparing for success
If you’re a CIO who’s been tapped to head up digital policies, how can you lay a foundation for success? Let’s start by taking a look at what you naturally bring to the table: technical expertise. An understanding of digital technology is invaluable for the role of digital steward, because you have to know what’s possible before you can make policy about it. And no one is in a better position to do that than you are.
So it then becomes a matter of getting up to speed on the strategic side of things.
The key is to approach the job with the right mindset, and that means not only focusing on the small (IT) picture but also on how each functional area plays a part. It means being able to weigh the Go to the full article.
Source:: Business 2 Community