Trust: The Fuel Driving Digital Transformation
Though they are heading in a similar direction, all of the CIOs I work with are on their own individual roads to transform digitally whilst ensuring they stay ahead in the race to satisfy their end customers.
None of these roads however, are a cruise through the countryside. It’s up to us as their vendor partners to figure out how far into their journeys they have come, to create clear road maps, steer them safely around sharp corners, and keep them grounded on rough terrain—all whilst keeping eyes on the objective: the satisfaction of a smooth drive across freshly laid tarmac.
Inevitably, on this winding road, UK CIOs hit a number of barriers. In particular, there’s one challenge that can end a journey before it’s even managed to clock up a few kilometers. It’s the ability to build trusting relationships with decision makers, internal lines of business, and external vendors and partners. They all play an integral part in creating the right ecosystem, alliances, and consensus towards the journey of DX. Gaining their trust is a complex and delicate process—and it is a necessity.
It is incredible what leading CIOs in the UK are achieving as they work at building enough trust internally to bring their internal audience into the journey. After all, the value of this transformation needs to be articulated, measured, and organization-wide. When this is achieved, the journey of digital transformation becomes an enterprise wide initiative, internal champions are brought into the process, support from cross organizations is established from the start, and the political and financial barriers begin to disappear.
Once trust is established, automatically, technology stops leading the conversation but supports it. The discussion between the CIO and his internal ecosystem becomes business objective centric, defined by the use cases that his internal customers see value in bringing into the business. The technology is then used as a highway to connect defined checkpoints in order to create the shortest most efficient route.
Building internal trust is essential to a CIO’s success in driving digital transformation for his or her organization and in delivering results valued by the organization as a whole. A key outcome is the ability of the CIO to shift the conversation with his or her external ecosystem from a technology to a use cases led dialogue. With this shift, the technology is no longer chosen for its features, but for its ability to be to be a malleable vehicle ready to be taken apart at swift pit stops and pieced back together to suit the ever-changing environment. The focus is no longer on the finish line but on relevant and agile roadmaps defined by short- and long-term goals that support their transformation. Roadmaps that are not simply laid out and driven across at full throttle, but consistently checked and measured to ensure they are progressing and on track.
The CIO needs to be confident that their Vendor as co-driver is an experienced mechanic with that roadmap engraved on the back of their eyelids. They have to trust not only in the technology, but that that their co-driver is guiding them in the right direction towards their vision ahead and will remain by their side as their partner on the road to Digital Transformation.