“The traditional approach is to say what you want, deliver your vision to the IT team, then they come back in 16 months with everything,” he explains. “But 16 months is a long time in the market, and we’ll probably have a couple of new iPhones and technologies by then. You’re losing a lot of opportunities.”
Uguina revels in his designated role of what he calls “chief trouble-making officer” of the C-suite. His ultimate responsibility, he says, is to challenge old ways of working and foster a culture that embraces customer experience in its core vision, agility as its mantra, and failure as a step towards success.
Open-source technology is part of the story, as is overhauling the physical layout of office space, with activity-based working and more open, flexible work environments. “Daily scrums and other collaborative ways of working change things too, to deliver as fast as possible, and we’ve changed the culture of the IT team to see open source as something that can increase innovation and speed,” Uguina reveals.
Feedback from recent DXC digital manufacturing round table events confirms the shift of personnel from traditional IT and tech roles to digital roles and a parallel shift in discussion from IT focus to business focus. “I met one CIO [at the Stockholm event] who owned it all – the digital element, plus traditional IT – a scenario I would recommend,” commented DXC’s manufacturing lead, Martin Rainer.
IT is here to stay, but the emerging wisdom is that it needs to be embedded across the organization in order to be effective. And when it is allied to – or owns – the digital capability, it is a powerful combination indeed.
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Author: Helen Beckett
Helen Beckett is the Community Manager of the Business Value Exchange. She has been a writer and editor for over 20 years and takes a particular interest in the challenges facing the CIO in today’s business climate.