The role of today’s IT leaders surpasses managing systems and networks; it involves steering the organisation through digital transformation by recognising key issues that could either propel the business forward or hold it back. Understanding these issues is not just about keeping up with trends. Instead, it’s about identifying and using the right people solutions to turn potential challenges into opportunities for growth and competitive advantage.
Five key issues that IT leaders must be aware of include:
1. Enterprise applications should be furthering competitive advantage, not creating bottlenecks
Enterprise applications are essential tools that drive operational efficiencies, speed up workflows, reduce errors, empower data-driven decision-making, and free up human resources for more strategic tasks (rather than just routine operations). However, when these systems become outdated, overly complex, or are not well-integrated with other business processes, they can transform from assets to significant bottlenecks. This trend towards inefficiency can occur due to several reasons, including: legacy systems that resist integration; lack of scalable architectures to support growth; or applications that don’t align with current technological advancements and business needs.
Recognising the potential pitfalls of enterprise applications is just the start for IT leaders. Proactive measures are crucial to ensure that IT infrastructure meets both current demands and is also future-ready. This involves regular assessments of existing systems, investment in modern technologies like cloud computing and artificial intelligence (AI), and fostering a culture of continuous improvement and innovation within IT teams.
From a skills perspective, businesses should ensure they have access to a network of enterprise specialists in enterprise applications, including:
- SAP
- Salesforce
- Oracle
- Microsoft Dynamics
- Sage
- WorkDay
- Oracle.
2. The shift to the cloud requires a focus on digitisation
The need to digitise workflows and services is crucial to fully capitalise on the benefits of the cloud. This includes automating processes, improving data accessibility, and enhancing collaboration across departments and geographical boundaries.
IT leaders must take cloud projects from inception to delivery quickly, efficiently, and effectively with skilled, cloud-native experts. This transition needs to be managed thoughtfully and deliberately, including by ensuring that IT teams are equipped with the necessary skills and tools to implement and manage cloud-based solutions effectively. It also involves setting clear goals for digitisation efforts that align with overall business objectives. Leaders must oversee the migration of data and systems to the cloud, ensuring minimal disruption to operations. Creating a culture that embraces change and innovation and encourages continuous learning and adaptation as cloud technologies evolve will empower organisations to maximise the benefits of the cloud, ensuring they remain competitive and resilient in a digital-first world.
3. The new digital workspace must deliver on business objectives and employee expectations
The modern workspace about creating an environment that aligns with both business objectives and employee expectations. Flexibility, accessibility, productivity gains, continuous business transformation, and more are all delivered through bespoke digital workspaces; however, they must be supported by professionals who understand new ways of working and the technology they can access. Today’s employees also expect a digital workspace that offers flexibility, supports a balance between work and personal life, and provides tools that are as advanced and user-friendly as those they use in their personal lives.
IT leaders are tasked with constructing a digital workspace that meets both the current needs and is also adaptable to future demands. They must focus on creating an inclusive and engaging environment, while offering training and support to ensure employees can make full use of the digital tools available. It’s also critical to maintain an ongoing dialogue with employees to understand their needs and preferences, which can lead to increased job satisfaction and retention.
4. Cybersecurity is not an add-on; it should touch every aspect of a digital strategy
Digital vulnerabilities are not an option. The potential for cyberthreats increases significantly as businesses deepen their reliance on digital technologies. A proactive and integrated approach to cybersecurity is essential to protect critical data and infrastructure, so security measures must be woven into the very fabric of digital initiatives from the outset, rather than patched in as a response to emerging threats.
However, cybersecurity is a complex, multifaceted discipline. Secure organisations require experts well-versed in:
- operations
- security architecture
- business continuity
- information security
- digital forensics.
Identifying these skills is a strategic priority at the board level that demands a holistic approach to cybersecurity, recognising it as a critical business enabler that fosters trust and ensures continuity. It also involves advocating for adequate investment in security resources and aligning security protocols with business objectives and regulatory mandates. Crucially, IT leaders must cultivate a culture where every employee understands their role in upholding cybersecurity. This integrated strategy is designed to reduce risks and enhance the company's reputation among customers and partners as a secure and trustworthy entity.
5. Business transformation is not a top-down strategy; it requires innovation and collaboration across the organisation
Organisations that lead the digital transformation journey have leaders, managers, and subject matter experts (SMEs) who can unlock and drive purposeful and controlled change across the business.
Successful transformation is inherently participatory, requiring insights, ideas, and innovations from all levels of an organisation. It is the collective energy and shared vision of the workforce that propels a company forward, not just mandates from leadership. This inclusive approach encourages diversity of perspectives, fostering an environment where innovative ideas are cultivated and valued.
Building on this foundation, innovation becomes a key driver of transformation. However, it doesn’t occur in a vacuum; it happens when people with different skills and viewpoints come together to rethink how things are done. Collaboration across departments, breaking down silos, and encouraging cross-functional teams to solve problems are crucial elements of a successful transformation strategy. When people from various parts of an organisation align on a shared goal, they can use their unique expertise to drive change effectively and sustainably.
The right people in the right seats
From optimising enterprise applications to driving business transformation through organisation-wide collaboration, each of these five issues highlights the critical need for a people-centric approach. It is the convergence of skilled individuals, fostering a shared vision and executing a cohesive digital strategy, that determines if an organisation's will thrive in the digital age.
Discover the latest hiring trends for the second quarter of 2024 with the ManpowerGroup Employment Outlook Survey report. See what priorities other organisations are setting by accessing the full report here.