Good morning,
Today we are at the door of a new year, and on this occasion, we thought it was time to offer you a short retrospective of 2023.
In this email, you won't find best practices, must-read articles or inspiring podcasts - just a few beliefs from discussions with Transfo pros this year.
Enough to feed your imagination between two petit Fours!
The organizations are all hybrid.
They all make projects and products. There is no point in opposing them: that is all.
Wanting to apply a framework at all costs is not the smartest thing
Unless you are ready to carry out a complete reset of your organization, and you have a big checkbook.
CODIR in “one team” mode is the reality of only 1% of companies.
Most are composed of individuals with different goals, which makes decision-making complex... and makes your job as CIO magnificent, which must align everyone.
The DSI is always in an ejection seat.
It is up to him to make himself indispensable in managing the organization so as not to be ejected from it - or to accept to take off in the event of an inadequacy for the company.
The organization of the build must be taken by and embodied by the CIO
If he doesn't, then he's out of place.
Power can be taken.
It is up to you to establish your leadership with the teams, the project managers, but also the management.
If you are not part of the solution, you are part of the problem.
A bit black or white but frankly the number of CIOs who call themselves business partners and in fact...
Too few CIOs leave the role of “technician”/CTO
The organization is down because of this, because it needs real transformation governance to really move forward.
Freelancing for CIOs, PMOs, and transformation directors is going to explode even more.
And it's a great opportunity for you to navigate between different organizations, develop varied skills, and diversify your network!
Everyone is talking about business partners, but who isn't complaining about the lack of maturity of businesses?
Let's be honest, let's recognize the need for standardization, structure and skills development in professions: this is the key to making them real “partners”.
Train your teams, train your teams, train your teams.
The consequence of the previous observation: logical, simple, basic.
As long as you manage your programs on Excel and PowerPoint, you have not reached the extent of your role.
To successfully manage the transformation of a company, the CIO must have a macro view of everything that is happening in his projects. Excel and PPT, in addition to being time-consuming, do not allow you to take this height if necessary.
🚀 We are raising the level of the game.
In 2024, Join the Pro. de la Transfo. to grow a pragmatic movement that already brings together more than 100 CIOs, PMOs and transformation directors.
In this group, you will find everything you need: bi-monthly events to share live, hyper-concrete resources to move forward more effectively, and a dedicated relationship manager. Will we see you there in 2024?
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The AirSaaS team
