CIO OPINION can assist in customisation and accountability , ensuring that the deployment of custom solutions is efficient and operational .
Cloud ERP represents the future of enterprise , and organisations should approach its adoption with careful consideration .
Key messages to emphasise include :
• Effective change management is crucial for a successful transition to cloud ERP .
• Partnering with experts for cloud implementations , support , maintenance is advisable due to the complexity of cloud technology .
Cloud ERP has the potential to drive significant change and innovation , requiring strategic leadership and alignment with organisational objectives .
• Need for a gradual and calculated approach that factors in cost , integration , security , alignment with organisational goals , and scalability .
• Vital to conduct a security and compliance assessment , including data residency , to ensure adherence to local and global guidelines .
Moving to the cloud is a transformative step , offering substantial potential for innovation and technological advancement . But it necessitates careful analysis , the involvement of technology and business experts , and the alignment of solutions with identified business problems to fully unlock its benefits . p
Rebuilding Office of CTO and project managers
A CTO ’ s primary task is to exploit technology for the end customer ’ s benefit , distinct from a CIO who optimises technology for internal efficiencies . But is this sufficient in our rapidly evolving digital age ?
The skills , knowledge and expertise are too vast for a single individual . No one person can navigate the nuances of banking , healthcare , mining , insurance , and more . Nor can one person keep pace with the swift technological advancements across these sectors .
That is where the Office of the CTO comes in . A multidisciplinary team dedicated to creating and commercialising disruptive technologies ; it effectively breaks the mould of the typical C-suite structure wherein each executive is a specialist by nature . perhaps the shift to agile itself , or even a loss of IT skills to overseas markets ? Whatever the reason , it appears the industry dispensed with project managers at a high cost .
Organising , managing , structuring , and orchestrating IT projects are invaluable skills . Many businesses are enticed by the notion of self-managed teams , but without appropriate guidance , these teams often falter , or worse . A project manager , juggling multiple tasks , maintains a consistent vision and ensures that the project stays on course .
As businesses grapple with how best to accelerate their digital journeys , it is clear that a narrow , singular approach will not suffice . The Office of the CTO offers a compelling , multidisciplinary approach that leverages the strengths of each team member and focuses on adding real value where it matters most .
This team not only generates ideas for novel products and innovations but also brings these concepts to market , aiming to deliver profit and revenue . Customer-centricity is at their core , they are not just crafting technology for technology ’ s sake ; they are creating solutions that benefit the end user .
Wayne Yan , CTO Dariel Software
Project managers
As we reconsider our management structures , it may be time to revisit , or at least reimagine the role of the traditional IT project manager . After the IT industry embraced agile , project managers became increasingly rare and then entirely absent from many organisations . The industry sought agility , flexibility , and speed , which seemingly clashed with traditional project management .
The industry now seems to miss the steady hand of experienced project management . We are seeing a deficit in forecasting and tracking capabilities , and a lag in removing obstacles to progress . Was the exclusion of project managers the cause of this ? Or
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