![]() ![]() ![]() ![]() In other words, walk in your own customer’s shoes. Herlihy draws on the principle of “ genchi genbutsu,” or “go and see for yourself” in Japanese. And if they say, ‘This is what we have and this is what we can do,’ then the business, too, can come up with new ideas.”Įmbedding themselves in the business. We have this data, and we can make this data do this for you,’ and they then bring that to life. Notably, Narayanan says CIOs are approaching their business unit colleagues with such proposals. Narayanan says he has also seen CIOs make big plays with their data programs, investing in the technology infrastructure needed to bring together and analyze data sets to create new services or products and drive business objectives such as improved customer retention and customer stickiness.Ĭo-creating with their business unit colleagues. For example, Narayanan has seen CIOs focus their teams on creating applications designed not merely on high availability and reliability but on hitting very specific business goals - such as enabling on-time deliveries to its customers. CIOs in recent years have created the bandwidth they need to focus on revenue and growth, by offloading application and infrastructure management to software-as-a-service and cloud vendors, says Shankar Narayanan, president and deputy head of the Business Transformation Group at Tata Consultancy Services.Īt the same time, he says CIOs who moved to the cloud and deployed capabilities such as low-code platforms, which enable business unit workers to create software features, created the technology foundation necessary for CIOs to deploy the more advanced tech tools and niche functions that directly support revenue-generating processes.ĭelivering technologies designed to meet specific business outcomes. ![]()
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