The Quiet Crisis: Set aside old rules and adopt new tools

There is a lot to be said for abiding by tried and true rules in the world of business.  After all, if something has proven to work time after time, there is no reason to try anything else, right? Wrong.  An article on ABA Banking Journal tells us why trying new things could be beneficial to your organization even if there is apparently nothing wrong with old methods: As needs and opportunities evolve, more CIOs will find themselves leading in areas outside of traditional IT. In addition to their tending role, they are starting to assume responsibility for hunting for digital opportunities and harvesting value. Sixty-seven percent of CIOs surveyed have significant leadership responsibilities outside of IT, with only 33% having no other such responsibilities. This situation contrasts sharply with 2008, when almost half of CIOs had no responsibilities outside of IT. Almost a fifth of CIOs now act as their enterprise's chief digital officer, leading digital commerce and channels. Although this nascent role varies in scope and style, it normally includes championing the digital vision for the business-that is, ensuring that the business is evolving optimally in the new digital context. Understandably, new technology is used at a much higher rate currently than in the past.  This is one of the main reasons why organizations need to try new methods.  New technology is creating a new working atmosphere.  This means old techniques and methods may have worked in a past environment that we no longer live in. What may be more important is that holding on to old methods and rejecting new technologies can lead to a drop in funding as well.  The idea is that there is no reason to increase funding to something that is not fundamentally changing.  Remember the saying “make new friends but keep the old.”  Be sure to adapt new methods, but remember to learn from the lessons of the old ones.

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