La transformación digital está motivando un cambio de roles dentro del departamento de TI, que ya no es un área casi aislada del resto de la empresa, a la que recurrir para asuntos técnicos muy concretos o en momentos determinados. La plantilla de sistemas ve aumentar su presencia en el día a día de otros compañeros, a medida que se generaliza la inclusión de herramientas tecnológicas.
A nivel de directivos, se intensifica también la relación del CIO con otros altos cargos. El perfil del responsable de sistemas ha evolucionado, de la mano de la introducción de la digitalización en las empresas, y se encuentra cada vez más presente en áreas estratégicas de dirección del negocio, no limitándose a la mera organización de los recursos operativos de TI. De hecho, el informe 2019 State of the CIO, de IDG, apunta a un crecimiento en el porcentaje de líderes de este departamento que ven aumentar el tiempo que destinan a actividades enlazadas con el negocio general, como el fomento de la innovación y el desarrollo de proyectos de llegada rápida al mercado.
De cara al futuro, esta mayor implicación en la estructura de decisiones de la empresa conllevará una mayor adopción de los modelos operativos adaptativos por los CIO, según apunta un informe reciente de Forrester. La firma de análisis describe cuatro acciones esenciales para el establecimiento de este tipo de sistemas, más moldeables y que facilitan la evolución tanto del departamento de TI como de la empresa.
Hay que definir los principios relacionados con la parte de sistemas mediante una perspectiva externa o de fuera hacia adentro, de tal modo que deben situarse los beneficiarios de la compañía en el foco. El trabajo en TI se centrará en lograr una mejor experiencia para clientes, socios y trabajadores.
En concreto, la plantilla debe verse empoderada mediante la adopción de modelos de gobierno adaptables. Un enfoque de dirección centralizado o piramidal puede suponer un lastre en la velocidad y agilidad con la que se toman e implantan decisiones. Trasladar parte de la carga operacional y organizativa, especialmente desde el área de TI, a unidades más próximas a los empleados sirve para facilitar los procesos de asimilación de nuevas medidas en el trabajo.
Es útil fomentar un ecosistema de ‘partners’, en el que delegar parte de la gestión de TI para que el departamento de la empresa pueda centrarse en las tareas principales. Se trata de nutrirse de las capacidades de negocio de otras compañías, mediante una red que respalde la innovación y la agilidad en la implantación.
Los CIO deben encargarse de establecer uno o más modelos operativos, en un sistema de distribución paralela, debido a que la gestión de la TI se ve favorecida en empresas con unidades de negocio en múltiples ubicaciones con estructuras locales de sistemas. Serán las necesidades de estas últimas las que definirán qué servicios deben ser locales y cuáles deben estar centralizados.
Fuente: https://www.ciospain.es
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