Theme
CIODAY2023 Theme: From tech to impact (in the AI era)
In the years to come, we will use digital solutions and data more than ever to create things, personalize experiences, and operate more appropriately and securely. For CIOs, CTOs, CDOs, and other tech leaders, the shift is noticeable: from primarily achieving the right technological conditions to generating tangible business results.
Artificial Intelligence is considered one of the main forces behind this development. As a tech leader, how do you thoughtfully engage with generative, contextual, operational and conversational AI? What about the implementation of other promising technologies such as quantum technology, autonomous systems, intelligent IoT, smart customer engagement and more?
AI certainly heralds a new phase of development, but cannot be seen separately from the correct strategic and organizational embedding. In other words: you’ll have to keep working on the basics. Therefore classic IT themes are fundamental, such as modular IT, embracing or realizing digital platforms, working in value chains and ecosystems. Hygiene factors: data management, security, privacy, compliancy, consistent processes. Alignment of strategy and all these basic preconditions requires the right talent, skills and leadership.
During the upcoming CIODAY we will take a deeper look at emerging intelligent, business-focused capabilities. Based on the principle that these must be properly aligned with technological, operational and organizational realities. And with ethical guardrails in place to avoid accidents. Only then can you fulfill a lasting impact and long-term value for your organization.
Topics to address:
Strategy & Purpose – Vision, Ambition, Priorities, Boardlevel buy-in, Roadmaps
Although technology and data are important drivers of change – in the economy, society and in organizations – everything starts with the question of why you do what you do: vision, ambitions, priorities, the activities that give your organization the right to exist. And then take all this to a higher level with all the modern options available. Reimagining the role of digital in the company requires the right roadmap and buy-in from (other) board members and stakeholders. To finally align efficient operation and adaptive innovation.
Technology & Data – High Performance Digital Organizations, IT modernization, Architectures
Although tech and data are often seen as standalone phenomena, they are ideally addressed together. As part of business operations and supporting the strategy. This is perhaps the most important characteristic of High Performance Digital Organizations (HPDOs). How far are they with implementing generative, autonomous and operational AI? Where are the main opportunities? What are the prerequisites? How do you start and transform? Small steps, experimental or big programs? Is there a need for IT modernization, new platforms, architectures and solutions?
Organization & Talent – Transformation, Governance, Culture, Competencies, Change
Within the CIO community the biggest challenge is no longer at the level of technology or data. But how to transform the organization so that all new possibilities regarding customers and business operations can be embraced? Then traditional themes such as change management, central and/or decentralized management of new technology and the development of talent and competencies come into play. And how do we view self-service or even citizen engineers, where modular IT building blocks serve the business? What might come after Agile and BizDevOps?
Customer & Value – Experiences, Relations, Interaction, Services, New Business
Successful companies apply technology to strengthen relationships with customers and other players within the ecosystem. Personalized customer interaction, for example, leads to better insights, the right propositions and an optimal range tailored to the market. And vice versa. All this also increases the unique value within the chain or ecosystem. Data and technology are an integral part of increasingly automated and adaptable business operations. But where do you start as a technology or business leader? With yourself? At the customer?
Impact & Risk – ESG, Sustainability, Ethics, Geopolitics, Security, Compliance
Artificial intelligence is full of promises. What are the ethical and security risks and impact on stakeholders of a large-scale embrace of structured, unstructured data and all the different types of AI? Is there an optimal route conceivable? What are the experiences, dilemmas and best practices so far? And what about national and European legislation in this area? What can we do well here that they cannot do in the US or China? For example in the areas of sustainability, ethics, security and privacy? Where are the biggest opportunities?
Partners & Ecosystems – Use Cases, Co-operation, Value Chains, Relationships
We all strive for real partnerships with common objectives for creating business value and social or environmental revenues. How do you realize an extension of the customer-supplier relationship to working in an ecosystem? How do you prevent promises that ultimately will not be fulfilled What are the opportunities in terms of business, operational and organizational models, cost savings and tech-driven transformations? What are logical uses and business cases? How do you transform MVPs and POCs into massive adoption? How can suppliers help you in this?