Few CIOs today can completely escape disruptions, but focusing on critical issues can help them better manage them.
That was one of the insights shared during the “Planning for the Unknown Unknowns” panel discussion at the MIT Sloan CIO Symposium in Cambridge, Massachusetts, on May 23. Panelists saw opportunities for innovation at almost every level of their organizations. Your reflections can provide insights other IT leaders can use to build a resilient framework and support rapid and unexpected change.
Here are three ideas CIOs can use to better plan for disruptions.
1. Focus on creating stronger cybersecurity
The pandemic has highlighted the need to strengthen corporate security. CIOs deal with issues that they have had to think about for a long time, but also with new ones that arise through the use of the latest technologies.
“When you raise the water level on innovative technologies to disrupt your business, you provide security, controls and the need around that technology,” said Adriana Karaboutis, group chief information and digital officer at National Grid, a British multinational Utilities.
To this end, one aspect of the CIO’s role in better planning for disruptions is to strengthen cybersecurity. Newer technologies require IT leaders to address new security challenges.
“Cybersecurity is an ongoing priority given the industries we serve and we are proactively focused on it,” said Mona Bates, CIO of Collins Aerospace, aerospace and defense products provider. Compliance with the numerous regulations is of the utmost importance.
addressing Weaknesses in the supply chain is also the key.
Part of the way McDermott International Ltd, a provider of engineering and construction services to the energy industry, is addressing these issues is by encouraging suppliers and vendors to modernize with cloud and other technologies that enable faster information sharing and more Enabling agility, said Vagesh Dave. Global Vice President and CIO of the company.
2. Place more emphasis on employee experience
An organization’s leadership team should consider supporting the professional development of its employees. An employee’s perception of their well-being at work can impact their loyalty to an employer.
After more than two years of disruption, employees are making different decisions than they did before the pandemic, Bates said. Companies are now fighting for talent.
“As employers, we need to think about the bigger picture of the employee,” Bates said.
Employers cannot afford to ignore any aspect of the employee experience. An organization may want to lay the foundation for greater employee engagement. One technique is to work with the leadership team to build diversity, equity, and inclusion (DEI) initiatives.
“[Employees] I want a full 360° [degrees] – that commitment to wellness, growth, learning, diversity and equity,” Dave said.
Investing in opportunities like DEI initiatives and upskilling talent to match the pace of technology shows recognition of employee concerns, he said.
In order to create an overall positive employee experience, the ideal balance between in-office, hybrid and remote must also be found. Find common ground It is crucial to distinguish between the needs of employers and employees and be able to respond flexibly to them.
“It’s a challenge we face when trying to understand the exact expectations of employees,” said moderator Shamim Mohammad, executive vice president and chief information and technology officer at used car retailer CarMax. Everyone has different expectations.
3. Proactive disruption planning
In the wake of the COVID-19 pandemic and other disruptions, companies have had to reevaluate their business continuity and disaster recovery plans. CIOs seeking better disruption planning should examine their plans for vulnerabilities and address them.
An organization should examine where it can add capacity and build layers of defense, Bates said.
CIOs tasked with troubleshooting IT problems may not have a quick solution. Therefore, leadership must work with internal resources to help the company refocus, which may require asking some tough questions.
“How flexible am I when moving from a position that I think is right?” said Karaboutis. “This includes building strong capabilities, knowing all of your resources…and understanding your application.”[s].”
Planning for disruptions is never easy. CIOs who focus on creating stronger security, improving the employee experience, and finding ways to create agility can strengthen their organizations to better handle the surprises that come their way.
