1. Cloud Adoption Soars in
Indian Organizations
rom a historical IT
perspective, the role of
information systems was a
support mechanism rather than
a strategic resource. If you have
been a CIO, the last few years have
probably felt like riding on the
shockwave. Firstly. although cloud
computing is mostly one of the most
thrilling things that has happened
in the IT footprint for decades,
it is also the catalyst for many
CIOs. The emergence of cloud has
significantly changed the role ofthe
CIO by creating cross-functional
teams, altering organizational
structures, and changing the
benchmarks of success. Secondly,
rising global competition,
advancing technology, and the
disruption of technology-based
communications has propelled the
CIOs to have persistent positive
practices focused on expressing
the central values and goals of
the organization. If companies
are to take advantage of IT as
a competitive weapon in this
changing world, then a supportive
leadership in managing the
development and implementation
of IT is required.
Our study on Indian enterprises
reveals that managers can have
an impact on adoption of cloud
computing through their own
professional behavior. Most IT
strategies fail to meet the business
objectives and goals defined for
them, not because of technical
issues, but because of psychological
and organizational issues that are
not well addressed by the CIO
while deciding the IT buying model.
The transition of the CIO from a
hardware and software buyer into
a true Chief of Information, now
managing data as a company assdtl,"
just as the CFO commands the
company finances is the change to be
embraced. The business knowledge
required to drive mission-critical
processes, the market knowledge
required to capture emerging
opportunities, and the technical
knowledge required to bring those
components together all drastically
elevate the CIOs job role.
A CIO's approach to selling the
cloud internally should be no
different than of a cloud service
provider. CIOs should challenge
their leadership in a way that
is inclusive, supportive, and
encouraging. They should begin
with a well-defined strategy.
CIOs have to express their vision
not as a drastic disruptor, but
an iteration and expansion of
previous achievements. Since the
success of cloud migration and
strategic implementation rests in
the hands of a company's CIO, the
CIOs can take help of the cloud
service provider to educate their
CEOs about the need to invest in
the cloud as a shift of computing
that drives faster time-to-market,
agility, and innovation.
Modern businesses have become
solely reliant on technology,
significantly increasing the
responsibility and pressure of
the CIOs' role. Cloud computing
has a direct impact on how the
CIO performs his daily duties.
Technology has changed the way
businesses operate. and the CIOs
that thrive in this new landscape
are those that can adapt quickly
and efficientll. to these changes.
Today, three tlpes of CIOs are
evolving in any enterprise - the
CIO as an administrator who
ensures smooth daily operations
but does not contribute to new
ideas; CIO as a leader who
Dechacca Ponnappa
lndustry Anolyst-Digitol
Tronsformotion Proctice,
Frost & Sullivon
delivers change throughout
the organization, planning for
tomorrow, and designing new
roles within the company; and CIO
as a business transformer who
seeks out change and innovates
constantly to improve processes.
Cloud computing best complements
the CIO as a manager and business
transformer because it reduces IT
costs, enhances automation, and
exceeds the goal of an affordable
and efficient IT system.
To succeed in this transformed
role, CIOs need both an in-depth
understanding of the business.
including the most critical business
processes, as well as the technologS-
that supports it. For example, if
customer experiences are business
critical, the CIO mud't understand
the processes in that domain and
implement metrics to ensure their
availability in the cloud. As a CIO
changes his focus and migrates to
cloud, he has to ensure that IT sra-E
evolves into the similar busi_ness
mind-set. It is not just about
uptime and availability an5'more-
but a successful CIO, today and ir *
the future, has to have business
DNA. I
58 . COMMUNICATIOS TODAY. NOVEMBER 2016
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