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CIOs work in a complex and constantly changing environment. Their role is to digitalize the company, improving business performance, fostering collaboration and stimulating innovation. All their actions are geared towards the needs of other departments, to improve their processes and automate, as far as possible, the functions that are most fundamental to the company’s activity, competitiveness and Agility.
However, when it comes to managing and steering their own activities, CIO managers are like shoemakers with poor shoes: they don’t have the right digital tools at their disposal. Too often, to manage the four pillars of IT department management (Budgets, Suppliers, Projects portfolio and Teams), they are reduced to resorting to Excel spreadsheets. This is a very complex and time-consuming way of managing IT departments on a day-to-day basis. Anyone who has ever had to rework budgets on an Excel sheet knows what I’m talking about. At a time when agility in methods and processes is at the top of the agenda for all corporate functions, this archaic approach to CIO operations still persists in the vast majority of organizations.
At a time when agility in methods and processes is at the top of the agenda for all corporate functions, this archaic approach to CIO operations still persists in the vast majority of organizations.
The benefits of digitizing the CIO
Digital transformation, competition, and the economic and health uncertainties weighing on companies have considerably accelerated the pace of innovation to maintain competitiveness. Cycles have shortened, and tunnel management of Projects is no longer an option. For example, IT budgets or Project portfolio management used to be managed on a yearly or quarterly basis, but now it’ s almost day-to-day management that’s needed to adapt to business needs, events and daily incidents.
In addition, the expectations of the business and management with regard to the CIO are increasingly high. They expect answers that will enable them to better adapt to changing circumstances. The CIO, like other business units, can be digitized to meet these expectations. It also means giving it the agility it needs to ensure that processes run more smoothly, and that it can react more quickly to shorter decision-making cycles. Finally, digitizing the CIO means enabling it to improve its overall performance, productivity and communication with other departments and management.
By using its own internal management tools, it will have an efficient, collaborative working environment, with more efficient, agile processes. Digitization will also enable it to automate processes for real-time management, improving productivity and responsiveness, and reducing costs.
Abraxio, a platform by and for CIOs
Abraxio is the first operational management and steering platform for information systems management. It’s an innovative player whose creators, former CIOs, have lived through this paradox and perceived the new challenges facing the CIO. Abraxio’s solution for CIOs provides a structured, productive and collaborative framework for managing Budgets, Projects portfolios, Suppliers and Teams. Based on management data, and handling both operating activities and capital projects, it natively provides real-time analysis, cost and resource optimization, and communication capabilities.
By Samuel Revenu, Cofounder & CEO of Abraxio