In the current era, there is almost no sector in the market environment to which modern digital technologies would not at least partially penetrate. Digitization affects many traditional industries – from banking and financial operations, through insurance, manufacturing, media, education, trade, services, and entertainment industry, to healthcare. This is what pushes organizations always to reconsider how modern technologies and digitization interfere with their structures and how deeply integrated they are. In particular, whether their status quo in this area is sufficient for the further strategic direction of the organization.
Regularly recurring crises affecting markets, or new phenomena of these times, such as the global pandemic caused by COVID-19, only highlight the importance, and need for digital transformation and implementation of modern technologies. These are factors that often reveal insufficient readiness of many companies in the field of innovative technologies and digitization, which does not allow them to react flexibly and on time on the given situation. This also brings new challenges, such as the implementation of Cloud or Big Data solutions, mobile applications, artificial intelligence, machine learning, Internet of Things, social network and cybersecurity management, as well as the development of digital ecosystems and many other aspects of the modern age.
The need for digital transformation, related to growing penetration of the digitization and innovative technologies into various business sectors, also increases the importance of identification and integration of experienced modern leaders into positions with a technological and digital functional focus. In today’s era, having the right leaders managing technology and digitization within the organization is a must. This is what plays a crucial role in creating comparative advantages over the competition and in making successful progress in a dynamic and difficult-to-predict market environment.
The new age leaders in top digital and technology positions must have not only a robust vision beyond their functional focus but also broader interdisciplinary expertise to succeed in their areas of responsibility. A good example is a growing number of intersections between the roles of Chief Technology Officer and Chief Information Officer, as well as the fact that the Chief Information Officer will be expected in the future to possess a mixture of IT, human capital management and business strategy setting skills. In various ways, they will have to anticipate and adapt flexibly to the market.
Observations of the latest trends confirm that the “digital” competence becomes to appear more often in a set of crucial competencies not only at the highest levels of management. This competence is beginning to have an increasingly important position, also in lower-level management positions. Therefore, even traditional leaders in the roles of Chief Technology Officers and Chief Information Officers will have to focus on the further development of their digital competence to be able to keep up with the time.
Therefore, we support organizations across all business sectors in building effectively functioning technology departments with leaders, who know how to prepare themselves, others, and the entire organization for current and future challenges. We help our clients to make sure that they have the right and agile leaders in technology and digital leadership roles.
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