And according to Charles Ewen, CIO and director of technology at the Met Office, the UK’s national weather service, the necessary skills within the IT function are becoming increasingly diverse. “Often, part of application development these days will involve an element of data science, as well as UX [user experience] specialists, social scientists, and hardcore scientists,” he says. “That’s the kind of people who will go and engage with the customer, try to discover what they want, and then go ahead and build it.”
Data Fuels Decision-Making, but More People Need Access to It
The fuel that powers these teams is high-quality data—accurate, consistent, and trustworthy—which supports decision-making and connectivity between people, processes, and systems.
But high-quality data is only one piece of the puzzle. With data sources rapidly expanding, there is a growing need for IT leaders to loosen their grip on data and hand some access over to other business heads. Giving the right people the right data at the right time enables them to test out assumptions, identify trends, and drive business performance—and it can all happen more quickly. It also allows the IT function to channel more of its energy into strategic innovation and transformation projects.
Our research shows that efforts to make this transformation happen are already underway. More than a third of IT leaders (35%) are focusing on removing reliance on IT as data gatekeepers, with the aim of democratizing decision-making and empowering their teams to become more strategic partners for the wider business.
As this shift continues, the CIO-CHRO relationship will be critical to this reshaping of IT teams’ skills. CIOs are looking at their teams’ composition and forging new relationships across their organizations. Those new relationships will start at the top.
Download the full report “Closing the Acceleration Gap: Toward Sustainable Digital Transformation” for more findings from the office of the CFO, CIO, and CHRO.