Despite being pronounced dead a few times the Chief Digital Officer (CDO) role still seems to be going strong. Unfortunately, it is quite hard to tell if this resilience is down to the merits of the role or just mislabelling. These days, people have a tendency to add “digital” to quite ordinary things to make them sound more exciting and special – the letter “e” used to have the same magical effect, as in E-Business. For example, a recent poll by @marthaheller asked CIO’s where they thought the digital department should reside – the results are above. It seems unlikely that Martha’s followers had a common idea about what a digital department was for. In order to help, here is my digital department field guide. Are there any species of digital that I have missed?
Richard is a delivery manager and trouble-shooter who helps businesses overcome their toughest IT challenges. He specialises in turning around IT programmes or departments which are struggling with major transformations or are being swamped by new demands. Richard brings a unique perspective acquired through management roles within corporate business services, IT services providers and IT vendors. This insight enables him to unite large teams of business, IT and supplier staff, quickly tackle the root causes of problems and get organisations back on track and delivering successfully. Some of Richard’s assignments have been triggered by corporate and industry restructuring, such as the sale of a major business unit. Others have been triggered by problems with large IT service contracts or new digital customer services. Richard is also passionate about developing those involved so that clients and suppliers are better able to deal with their next major challenges.
• Getting IT to work for the business – Leading IT delivery from initial strategy, through design and development and on to live operation. This includes generic solutions such as finance and customer service and also bespoke business solutions.
• Managing complex programmes – Managing business and IT supplier teams to define, source, integrate and maintain complex architectures.
• Programme Recovery – Providing the strategic thinking, leadership and hands-on intervention necessary to get major problem programmes back on track.
Specialties: Corporate business systems, programme management, portfolio management, architecture, systems engineering, IT sourcing, aligning business and IT change, HR transformation, digital transformation.