CIOs at dozens of companies should have a little more spring in their step this week thanks to a couple of big CIO award announcements.
This week, CIO released its annual list of CIO 100 award winners and CIO Hall of Fame inductees. Meanwhile, in Boston, 21 New England-area CIOs were recognized for their strength of leadership and remarkable contributions at the Boston CIO of the Year Awards (we will be profiling winners in the coming weeks). And while these honorees come from organizations of different sizes and industries, many have one thing in common: They are embarking on the digitalization of their businesses. Although they’re at varying stages of their efforts, they are inspiring their teams to make the difficult changes required to not only survive, but thrive in the digital future. Congratulations to all the honorees and winners.
In this week’s roundup we’ve highlighted some of the honorees and winners, and since digital transformation plays a role in many of their efforts, we’re also highlighting a few key articles on the topic.
CIO 100 Award Winners
Congratulations to the organizations (and their CIOs) being recognized in this year’s CIO 100 awards. The honorees include Jet Propulsion Laboratory, Monsanto, and SunTrust – all organizations that participate in The Enterprisers Project. They will be officially recognized at the CIO 100 Symposium on Aug. 14-16 in Rancho Palos Verdes, CA. There’s still time to register for this year’s event, which will focus on the theme, “Customers in Control: The Race to Innovate.”
2016 Boston CIO of the Year Winners
We’d also like to congratulate the winners of the Boston CIO of the Year Awards, many of whom we will be profiling on The Enterprisers Project. This year’s winners are:
- Nonprofit: Marilyn Daly, CIO & VP of Operations, Neighborhood Health Plan
- Corporate: David Krupinski, CTO and Co-Founder, Care.com
- Enterprise: Stephen Gold, EVP and CIO, CVS Health
- Global: Chris Bowers, IT COO, Boston Consulting Group
- Leadership: Stephen Neff, Enterprise CTO, Fidelity Investments
This week's Digital Transformation headlines
Finally, here's a roundup of some of the most interesting articles on digital transformation we read around the Web this week.
To Go Digital, Leaders Have to Change Some Core Beliefs [Harvard Business Review]: “Real digital transformation requires transformation at a deeper level—transformation of the leadership team’s core beliefs. Changes at the surface create small, local differences. Changes of belief percolate throughout an organization. This is why most digital transformations are a lot of talk, a little action, and very little real effect.”
#CXOTALK: Design for innovation, digital transformation, and organizational change [Enterprise Irregulars]: “Design plays a crucial role in modern technology companies. From creating user experience to helping organizations become customer-centric, design is fundamental to digital transformation. This broad concept of design, going far beyond attractive screens and pretty colors, is connected closely to innovation and evolving business models. For this reason, both startups and large, established companies have recognized the importance of creating user experiences that are both functional and compelling.”
The digital transformation paper trail [Diginomica]: “PDF usage, Thorpe said, is still pervasive and it’s proliferating. He said this is because no one is teaching the common denominator worker to go digital. They aren’t being trained to evolve their work habits to use digital documents.”
The Dirty Little Secret About Digitally Transforming Operations [Harvard Business Review]: “There is a common misconception that technology alone can produce magical results. But the reality is the results depend on how people use it, particularly if they can use it to amplify longstanding skills and expertise. And that’s often when organizations run into problems. Thomas Froese, leader of data-analytics-and-modeling company atlan-tec Systems, has 25 years of experience in helping companies apply advanced analytics. He summarized the issue very simply: “We can automate mathematics, we can automate design decisions, but we cannot automate changes in human behavior.”
