Es necesario mantener la colaboración y la innovación en un mundo dominado por las reglas de la COVID-19. Para ello, los líderes de TI recurren a las tecnologías emergentes de los proveedores estratégicos y los socios de capital riesgo.
La pandemia del coronavirus ha transformado por completo nuestra manera de trabajar, con los líderes de TI centrándose en listas de prioridades destinadas a preservar la continuidad del negocio. Pero ahora, con los decretos de trabajo desde casa que han eliminado el cara a cara del lugar de trabajo, los CIO se preguntan qué pasará con la innovación casual.
Por mucho que a los CIO les guste presumir de la productividad del personal de TI desde que fueron enviados a casa en marzo, algunos piensan que es difícil que una conversación desde un despacho personal o desde una habitación pueda dar frutos. Valga como ejemplo las sesiones de Zoom que se han desarrollado en los últimos meses para exponer ideas, que suelen ser frustrantes por la fatiga que provoca la plataforma, así como por la falta de interacción cara a cara. "Esto va a ser muy difícil", admite Craig Williams, CIO de la compañía de redes Ciena.
Es difícil argumentar que una pandemia sea oportuna, pero cuando el coronavirus se apoderó de los EE.UU., los directores de sistemas informáticos, que se habían reunido con sus equipos y juntas a finales de 2019 para diseñar su plan de trabajo de TI para 2020, ya estaban ejecutando su estrategia digital, admite Carol Fawcett, directora de Sistemas Informáticos de Golden State Foods, proveedor para McDonald’s, Starbucks y otras marcas.
En este sentido, los CIO inspirados y sus equipos ejecutaron su estrategia digital y aceleraron los movimientos hacia el Zoom, los equipos de Microsoft u otro equivalente, impulsando las licencias de VPN y la capacidad de la red y acelerando las migraciones al software de la nube. En resumidas cuentas, reorganizaron los proyectos según las necesidades, dice Fawcett. Por otro lado, las nuevas investigaciones de la Encuesta de CIO de Harvey Nash/KPMG de 2020 sugieren que este impulso continuará, ya que el 47% de los 4.200 líderes de TI encuestados dicen que COVID-19 ha acelerado permanentemente la transformación digital y la adopción de la tecnología emergente. No obstante, y es algo que también refleja aquella encuesta, la forma en que las organizaciones ejecutan esos planes aún está por verse.
Para prepararse de cara a 2021, Fawcett reconoce que los líderes pronto se pondrán las máscaras y llevarán a cabo reuniones de planificación estratégica, aunque distanciadas socialmente, en salas de conferencias desinfectadas. Pero eso no ayudará a simular a dos desarrolladores intercambiando ideas que conducen a nuevas funcionalidades con un café de por medio, o a los escollos logísticos que revelan que no se puede hacer algo porque una oficina aún no ha sido equipada con conectividad inalámbrica. Para asegurar que la colaboración interfuncional siga ocurriendo desde lejos, Fawcett anima a sus empleados de TI a que acudan a las reuniones virtuales de otros departamentos.
Aun así, Fawcett reconoce que «el desafío para el 2021 —y, en realidad, la última mitad de este año— es comprender esa mirada de tres meses para asegurarnos de que estamos en el camino correcto». Otro ejemplo: Williams se preocupa por la logística del desarrollo de productos cuando la mayoría de los trabajadores se reúnen virtualmente desde casa o hacen malabarismos con la bolsa mixta de reuniones en la oficina, reuniones remotas que han llegado a tipificar los modelos operativos híbridos. ¿Cómo es que las organizaciones funcionan así durante un período prolongado, desarrollando productos sin el beneficio de las reuniones cara a cara?
Fuente: https://www.computerworld.es/
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