As the business world changes to suit a new era of connected customers, the role of the Chief Information Officer has changed. PATRICK SHIELDS of Software AG explains that the challenge for CIOs today is to be able to extend their area of influence outside of just running IT processes.
In South Africa specifically, business decision makers are taking a serious look at the impact of digital on their organisations.
Patrick Shields, Chief Technology Officer Africa at Software AG explains that the challenge for CIOs today is to be able to extend their area of influence outside of just running IT processes and maintenance in a business, and shift their focus to incorporate the overseeing of innovation. “This doesn’t mean that the CIO’s original responsibilities are negated – making technology decisions and overseeing the administrative IT duties to ensure the effectiveness and efficiencies of IT infrastructure – the CIO now needs to also take on a leading role within the business to bring it into the digital era.” IT research and advisory,Gartner shows that this trend will continue to gain pace, indicating a fundamental shift in how businesses operate, and what part of the process a CIO role should fill.
However guiding a business into the digital era does not mean simply digitising processes. “Technology and the right tools can be used to transform a business, and even dictate the future of a company. From both a global and local perspective, there has been a fundamental shift in how businesses today need to operate to remain competitive.”
Software AG’s Digital Business Platform, the first one worldwide, allows companies to incorporate new digital capabilities, while seamlessly integrating with current operations, which will avoid disruption of the existing investment and backlog of any kind.
“This allows for the continued use of existing systems and infrastructure, which companies have already invested heavily in, as well as the capability to analyse these platforms, and strategise ways to enhance and extend them – while at the same time embracing new capabilities. Using the Digital Business Platform, these various systems are linked through a customisable integration layer which connects new and existing systems to a central point of monitoring and management.” This system is agile and operational in real time, allowing CIOs to quickly automate and manage certain business processes, implement new processes, extract valuable data insights and gain real-time operational visibility through simple, practical dashboards.
“A CIO who is able to focus on the two different development aspects of a business – both the business side and the innovation side – will be able to effectively ensure that a business is bi-modal,” says Shields. “This phrase, coined by Gartner, means that a business has both the rigor, uniformity and discipline required for efficient development and maintenance of core IT systems, as well as the quicker, more agile and adaptable capabilities required for innovation.”
Shields explains that to effectively implement these two elements at the same time, it is crucial for CIOs to organise their teams to manage these aspects in a well-balanced way. “The CIO’s organisational model will need to be designed to work for that specific company’s needs. For example, when it comes to suppliers and partners, some may settle on one or two primary vendors, while others may decide that a multi-sourcing approach – with a broader mix of vendors based on the application needs, will be the best solution. At the same time, some IT elements of a business may be run on premises, and some through the cloud. Some businesses require a CIO to oversee both elements of the business’ IT needs, while other split these roles between the CIO and, for example, a Chief Innovation Officer or Chief Digital Officer. These complexities, while challenging, also provide a lot more opportunity for a CIO to provide tangible value to the business.”
“When it comes to embracing new technologies and capabilities, in South Africa – as in any environment – you have early adopters, fast followers, and the slow to adopt,” Shields says. “These challenges are not unique to South Africa, however, challenges such as the availability of infrastructure and the required skills are major concerns. For this reason, it is critical to select vendors who are able to provide strong and capable support, as well as reliable strategic planning tools.” Shields goes on to say that the more complex the IT and business environment gets, the more businesses need suppliers to really partner with them – working together towards mutual success.
While the role of the CIO is far more complex today than ever before, the swiftly changing business environment means the role is also up for definition – an acute opportunity for CIOs to solidify their value. “It is crucial to understand how the CIO role can support the business mission – rather than just managing IT – playing a critical part in the business’ success,” he concludes.
* Patrick Shields, Chief Technology Officer Africa at Software AG.
Queues and cash-only frustrate SA’s commuters
A new study by Visa reveals the success factors for improving travel and creating smarter cities
The use of cash-only payments was
Visa, in collaboration with Stanford University, came up with these findings in one of the largest global studies examining the growing demand for public and private transportation, and the important role digital commerce plays in driving sustainable growth.
According to the UN[i], by 2050, 68
Building on Visa’s experience working with transit operators, automotive companies and technology start-ups, Visa commissioned a global study, “The Future of Transportation: Mobility in the Age of the Megacity” to better understand the challenges commuters face today and in the future. The key findings were combined with a view of existing and near horizon innovations provided by experts at Stanford University, to better understand the technology gaps in addressing their pain points.
The South African Perspective
Payments lie at the heart of every form of
Aside from cash-only payments, another commuter frustration when paying for public transport has been long queues – 67% of Johannesburg commuters and 64% of Cape Town commuters. Over the last few years, a number of mobile-driven taxi-hailing apps have been launched in the South African market to counteract these concerns and commuters are open to the possibilities presented by mobile apps. The Visa study echoed this by showing that 77% of Johannesburg commuters and 76% of Cape Town commuters would be willing to try a consolidated app to make payments for public transport.
Mike Lemberger, SVP, Product Solutions Europe, Visa says: “The future success of our cities is intertwined with – and reliant on – the future of transportation and mobility. Visa and our partners have an important role to play, both in streamlining the payment experience for millions of commuters around the globe, and supporting public transportation authorities in their quest to build sustainable and convenient transportation solutions that improve the lives of the people who use it.”
Herman Donner, PhD and Postdoctoral Researcher from Stanford University co-authored the report and summarised: “When looking across the technology landscape, there already exist many products that could easily address people’s daily frustrations with travel. However, none of these solutions should be developed in isolation. A major challenge therefore lies in first identifying relevant technologies that provide suitable products for the market then managing implementation in conjunction with a broad set of stakeholder including mobility providers, technology companies, infrastructure owners and public transport agencies. From our research, we think that many of these small, incremental changes have the potential to make a significant difference in people’s daily travel, whether it’s to help find parking, get the best price to refuel their car or plan their journey on public transportation.”
Click here for the detailed global findings.
Women take to tech, but more needed
By HAIDI NOSSAIR, Marketing Director META, Dell Technologies
$12 trillion – that is the value in additional global GDP that remains locked behind the gender gap. This is according to the latest Women Matter report from McKinsey, which also reveals startling disparities in the workplace. Even though women make up more than half of the human population, only 37% contribute to GDP on average – and in some countries that proportion is significantly lower.
The reasons for this can be put in three areas. Fewer women – 650 million fewer than men – participate in the global labour force. Women are also more likely to be in part-time employment and thus work fewer hours. Finally, female employees are more common in lower-productivity sectors than in higher-productivity areas. Are women not being offered the opportunity or are they holding themselves back?
Among STEM careers this ratio is particularly dismal: only 24% of engineering professionals are women, and as few as 19% of careers in ICT are filled by women.
What is the cause of this? Studies have found that women pursuing STEM careers are higher in countries with more oppressive policies towards women, because those careers hold the promise for financial freedom and more social autonomy. In contrast, countries with progressive attitudes towards women tend to produce fewer female STEM graduates. Then how can we encourage women from early ages to take the path of STEM education? And how can organizations ensure women have equal opportunity at the hiring stages.
Certainly addressing gender inequality is crucial and must not stop.. Where women are increasingly more part of the workforce, there are often still barriers preventing them from assuming higher management roles. Female entrepreneurs often struggle more to gain investment capital. Corporate cultures are rarely aligned with the pressures of balancing work and family obligations. Decision makers may simply lack exposure to the potential of female candidates. Female pioneers have also argued that women are too risk-averse when compared to men.
Whether these assertions are true is a matter for debate – and that’s exactly why every professional man and woman should be talking about them and identify action to change the status-quo. This is not just about female rights, but about social upliftment: companies with a mixture of male and female leaders perform better across the board and companies in the top-quartile for gender diversity are 21% more likely to outperform on profitability.
The digital economy we live in today represent a golden opportunity for increased women contribution to the workforce as technology breaks the boundaries of location and time for the workplace and where labor intensive jobs may today be performed by data scientists.
For two days in March, top professionals will gather to talk and exchange ideas around creating more roles for women, larger appreciation for female professionals, as well as counter the attitudes among women holding them back from greater career success and autonomy.
If you want to be part of this conversation, join the Women in Tech Africa summit today at the Century City Conference Centre in Cape Town – learn more at https://www.women-in-tech-africa-summit.com/ and use the code DELL20 for a 20% discount.