Defining new collaboration parameters

[sujonkumar6300]

Improve communication with business leaders. In your dialogues with other managers and directors, it is necessary to reduce the use of words such as “algorithm,” “protocol,” or “zettabytes,” and to privilege concepts such as “customer journey,” “multichannel sales,” and “user experience,” among others. This implies a new attitude and approach: not only thinking about the cost, implementation, and management of innovation, but also how to use it to achieve business goals that generate value for the company.

Given their focus and experience in operations, CIOs tend to talk and think at the “project” level. Today, the priority is to interact with the different business departments, understand armenia consumer email list their objectives and propose “business results.” The CDO is a capability enabler, not a task manager. The best CDOs detect the needs of the corporate areas, even before they recognize them.

New scale of values. In the dynamics of his original work team, the Systems or Technology department, the CIO must instill a culture of speed, agility and customer focus. This will create a “CDO” mentality among technical specialists, which will enrich their vision of the company, decision-making and leadership.

Cross-functional collaboration. On the path to a CDO position, a technology leader will do well to get used to working with specialists in sales, marketing, logistics, administration, production, social media, customer service, etc. Bringing these collaborators’ perspectives to IT goals strengthens a CDO’s analytical and execution capabilities.