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No. 5: Think analog
Although using the latest technology to make
IT decisions might seem obvious, sometimes
analog is a better approach to creative
thinking. The reality is that computer screens
are finite and small in size and have frequent
pop-up interruptions. Instead, use an entire
office wall to draw plans for the new year or
design your next organisation using LEGO
blocks. Use the minifigures metaphorically:
Who are the divers, workers and superheroes?
No. 6: Broaden digital
Mark Raskino, Distinguished VP
Analyst, Gartner
Redefine the organisation’s definition of
transformation. A narrowly defined goal will
limit results and insights. Try using one new
management technique from a successful
digital giant and add one bleeding-edge
initiative to your 2020 portfolio.
“
t cht lk
STOP
APOLOGISING
FOR THINGS LIKE
LOVING IT AND
BEING A ‘GEEK’.
No. 7: Resource diversely
With a global shortage of necessary IT
talent, expand how you hire new talent.
Establish a relationship with at least one
educational institution or technology
training programme. See how you can invest
in their programme to support future skills
and create a talent pipeline.
No. 8: Become ‘sino-wise’
With China becoming a leading global
innovator at scale, organisations should
be preparing for how that will affect their
business. Becoming sino-wise – which refers
to becoming familiar with the culture and
ancient-to-modern history of China – could
mean anything from learning Mandarin or
reading about modern Chinese history to
organising tours of Chinese digital giants.
No. 9: Get multimentored
Mentoring can be an effective, and low-
effort, way to gain new skills. But there
are opportunities to mentor beyond the
traditional. Consider auditing a university
class or spending a day shadowing an entry-
level employee. Both will give you new skills
and a new perspective.
No. 10: Make time to directly
experience new technologies
This reminder resolution is included every
year because it is so easy for a CIO’s time
to become fully consumed by the process
and bureaucracy of corporate life. But the
organisation looks to the CIO for innovation
and information on emerging trends. Some
of this can be delegated, but CIOs should
set aside time to see demos and try out new
technology, as well as protect a small piece of
the budget for purchasing new technologies
for the office and allowing the team to play. n
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