Why it pays to be more social

Since the end of the world as we knew it, we have witnessed a rollercoaster of events in the economic world order and experienced feelings ranging from uncertainty and panic to a brutal reality check and, lately, hopes of a possible recovery.

For many, the post-recession technology heritage will be a portfolio of postponed projects and an IT shop cut to the bone. But how can IT leaders keep things running and return to growth with limited resources in the upturn?

Future challenges are not related to technology, but how to use it as an enabler. This may sound familiar, but chief information officers (CIOs) are looking even more similar to chief operating officers, as they put IT into the context of the new business imperatives.

CIOs across most of the UK’s biggest companies are leading IT transformations, but the smartest are realising the need for more partnership, inside and outside the business, so that such projects can be completed successfully.

A good example is banking. Its need to drive more segmentation, retain customers and rebuild their trust is urgent, as is the creation of better risk management and compliance frameworks. Unsurprisingly, a lot of change is happening.

Collaboration technology can help leaders to identify change agents and expertise within the business. Change is often concerned with altering the way people do things, so if teams can identify someone who can spread the benefits of projects via strong networks, staff become more efficient and risk can be minimised.

A major UK bank, for example, is planning to use an analysis tool to support its merger with a European institution. This will help it reach out to staff worldwide and improve co-operation by examining email content to identify people with relevant knowledge and expertise.

“Such tools are definitely worth the investment, even when it is so difficult to get money to do new things and when there are so many old things to fix,” said the head of innovation at the bank.

Decisions related to multi-sourcing, integration or cost cutting may seem daunting. But seeking advice from internal partners, suppliers and peer groups to react to market changes -­ and justifying projects that will help understand what the business needs ­ should be one of the steps towards becoming a proactive, valued CIO.

By Angelica Mari