Restructuring top-level management

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The problem is…

DiDIY calls for new managerial roles: one of these is the CDO (Chief Digital Officer). A risk emerging is related to the correct identification of the skills that pertain to the CDO and - most in general - to the people interacting with the DiDIY phenomenon. A lack of understanding the correct skillset might cause both operation and economic losses due to managerial inabilities. The CDO should manage the multiple implications of the DiDIY phenomenon. If companies do not identify clearly what kind of skills are necessary for a given project this may cause the inability to manage a DiDIY adoption in terms of cost savings and time reduction.

The proposed solution might apply when

The solution proposed is…

To build new or extend existing models to assess and evaluate organizational profiles/roles. The understanding of the DiDIY phenomenon might contribute by providing new dimensions under which define specific skills.

The expected outcome is…

The CDO will have responsibilities of driving the Digital Transformation and creating profit centers, new sources of revenue and new businesses. The role of the CDO is producing a “virtuous cycle, i.e., by connecting the real and the digital, the physical presence and the online presence. Among the activities impacted by the CDO, data analytics capabilities and data visual representation are crucial in the new digital era. It is then of paramount importance to understand what data are important and what should be ignored. The crucial role of the CDO is to assist the CEO and the board in the organization management during the process of digital transformation.

Other information

Rationale

The rise of new digital technologies and of the DiDIY phenomenon calls for new jobs not only at the workers level but also at higher organizational levels. In this light, the emergence of the CDO turns out to be functional to manage and lead transformation towards on one side gaining performance improvements and on the other side building a fluid organization.

Significant influencing factors

Presence of a strong IT department able to envision opportunities deriving from new digital technologies. Board of Directors willing to innovate the organization. Entrepreneurs (in case of SMEs) willing to create niches of innovation within traditional settings.

Evidence/Examples

See results from WP3, in particular in D3.6.

Related Patterns

Reformulating the "smart" in "smart-work": DiDIY is enabling job enrichment; enabling and promoting "makers in the plant"

Links to further resources

See results from WP3.

Authors and Credits

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