Smart Enterprise Magazine

Volume 7, Number 1, 2013

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Transforming IT Culture a credit transaction applied ��� and they couldn���t do it over the firm���s website. ���But now, they only have to wait hours,��� says Murlick. This transformation also means lower transaction costs for customers. Now Sicredi���s IT is readying a mobile app, so customers will be able to perform transactions over their smartphones. Cloud-based Transformation Service providers are being motivated to transform their IT systems, too. Hostworks Group, a leading managed service provider in Australia, began transforming its IT systems three years ago, when it began moving to the cloud. Hostworks serves some of Australia���s largest businesses by hosting their online environments ��� among them, four of the country���s 10 most popular sites. In addition, Hostworks runs three main data centers and several secondary data centers to house on-demand, Internet-based content from several local broadcasters, including Australian Broadcasting Corporation (ABC) and Special Broadcasting Service (SBS), as well as large brands that include AHL Group���s Event Cinema and Rydges Hotels, General Motors Holden and Australia Post. Hostworks entered a trial by fire when broadcast giant SBS asked the company to host its online broadcast of the 2010 Soccer World Cup, which SBS expected would be viewed by literally tens of millions of Australian sports fans. To handle the load, Hostworks launched what it calls the Elastic Computing Platform. It���s an on-demand, rich-media content delivery platform that can scale based on audience demand. ���For us, that was the Big Bang,��� says Adrian Britton, General Manager of Technology, Strategy and Innovation at Hostworks. ���And for SBS, it was incredibly successful.��� Today Hostworks offers Web-hosting delivery solutions and a big data solution that incorporates audience-measurement and analytics. The latter captures what Britton describes as ���backscatter,��� or raw data generated by the other two products. It then measures audience engagement and reach, helping customers achieve success on the Internet. Adds Britton, ���It makes sense of that data in real time for our customers.��� Spoken like a true transformer. n Larry Lange is a freelance writer and former Senior Editor at TechWeb, PlanetIT. com, EE Times and IEEE Spectrum. A large-scale IT transformation project involves more than just technology. Transformative CIOs also strive to get the best from their staff. Good thing, because IT is increasingly being scrutinized by the business. Business executives will be involved with nearly 60 percent of all IT investments by 2013, and nearly 80 percent by 2016, predicts IDC. That gets a knowing nod of approval from Francis Lim, Group IT Manager at Trans Eurokars. He says, ���The kind of IT transformation we���re doing now is new, compared with a decade ago. IT no longer just supports and troubleshoots. Today we have to integrate business and IT to achieve company objectives such as increasing sales.��� Lim says his leadership style empowers the company���s IT culture to accomplish such alignment. ���I tell my guys to ���listen, look around, observe. Stay creative and innovative.��� That���s the way to not just survive ��� but also to thrive.��� Of course, CIOs are expected to be leaders in technology. Given the explosion of new products and services, that can be a challenge. ���If CIOs or IT [managers] spot an opportunity for making their companies more mobile, or if they think of a useful app to run over a smart device, they should carve out a small test environment with a friendly business partner and try it out,��� advises Chris Curran, a Principal at PricewaterhouseCoopers. Adrian Britton, General Manager of Technology, Strategy and Innovation at Hostworks Group, an Australian managed service provider, says his IT group has been able to transform quickly with a small team of what he calls ���solution managers.��� The team is encouraged to come up with original and innovative ideas to better serve the business, then allotted time and resources to see those ideas through. ���We tend to evolve by building prototypes and having those prototypes prove themselves out,��� Britton says. CIOs should also encourage their IT staffers to enhance communications, knowledge-sharing and collaboration by using social media tools, including Facebook and Twitter, advises a recent report from management consultants McKinsey & Co. The company estimates that implementing social technology can spike productivity by as much as 25 percent. Perhaps the simplest approach is the one offered by Bill Martin, CIO of Royal Caribbean Cruises Ltd. He says that CIOs can create a productive IT culture by simply trusting the staff to do their jobs. ���Once you���ve established the strategy and you���ve got the momentum going,��� he says, ���just get out of the way, and let them run with it.��� ��� L.L. The Social CIO To prepare for the internal implementation of social technology, many IT leaders will need to transform their own mindsets. FROM ... TO ... Transaction processes, structured and routine workflows Patterns of interaction, user models, how work really gets done, community formation Formal structures, departments, functions, hardwired processes Communities of work, social networks, intra-/extracompany customers Enforce enterprise standards Proliferate the most-adopted enabling technologies Technology Deployment Planned rollouts based on road maps Experiment, scale and deploy based on usage and adoption Decision Making Top-down, efficiency- and consistency-oriented User-centric, usage- and effectiveness-oriented Labor���capital trade-offs, IT productivity/ROI efficiency, throughput Labor and capital, total factor productivity, effectiveness, outcomes Understanding of Business Focus of impact Policy Approach Economics of Impact DATA: McKinsey & Co., ���The Social Economy: Unlocking Value and Productivity Through Social Technologies,��� McKinsey Global Institute, July 2012 2013 ��� Smart Enterprise 17

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