[{"innerBlocks":[],"name":"core\/freeform","postId":465,"blockType":{"name":"core\/freeform","keywords":[],"attributes":{"content":{"type":"string","source":"raw"},"lock":{"type":"object"}},"providesContext":[],"usesContext":[],"selectors":[],"supports":{"className":false,"customClassName":false,"reusable":false},"styles":[],"variations":[],"apiVersion":3,"title":"Classic","description":"Use the classic WordPress editor.","category":"text"},"originalContent":"Organizations are increasingly consuming and producing digital goods and services. That is creating the need for a \u201cdigitally dexterous workforce\u201d to foster agility, collaboration and the adoption of new digital technologies, says research firm Gartner, Inc.Further, the CIO must be the culture change agent to enhance digital dexterity as a competency that applies to individuals, teams and the organization as a whole, Gartner explains.\u201cThe digital component of most jobs is increasing. Technical skills are important, but are not enough to steer a successful digital business transformation,\u201d says Helen Poitevin, research vice president at Gartner. \u201cBusiness and IT leaders need to employ the right talent with a specific set of mindsets, beliefs and behaviors \u2014 which we call digital dexterity \u2014 to launch, finish and capitalize on digital initiatives.\u201dThe payoff from digital dexterity can be significant, according to Gartner. Employees with high levels of digital dexterity are more than three times more likely to gain value from digital initiatives than those with moderate digital dexterity.\u201cThey are quicker to launch, finish and obtain the outcomes they seek from digital initiatives,\u201d says Poitevin.In 2019, 29 percent of CIOs in EMEA viewed digital business as a top priority, so improving digital dexterity throughout the organization is crucial, Gartner says. To help their employees to develop digital dexterity traits, business leaders need to build them up by enabling enterprise agility and developing digital competencies. Above all, business leaders need to make digital dexterity a C-suite priority.\u201cMindsets and practices shape culture, and technology acts as an amplifier of that culture. Technology by itself seldomly changes an organization\u2019s culture,\u201d says Daniel Sanchez Reina, senior research director at Gartner. Technology is often the backbone of how work gets done and reinforces the company culture, which is why culture change is becoming an increasing responsibility of IT.\u201cIncreasingly, it\u2019s the responsibility of the CIO to operationalize the enterprise culture and the prevalence of digital dexterity in the workplace,\u201d Sanchez Reina notes. \u201cThe CIO will play a key role in supporting desired behaviors and changing the processes, procedures, policies and management practices that shape how work gets done to encourage desired behaviors.\u201dThe CIO is the culture change leader and the chief HR officer (CHRO) is a key partner to the CIO in shifting the mindset of their own IT team members from \u201cthis is the way we have always done things\u201d to \u201chow can we do things better?\u201d\u201cThis will only happen by applying a framework of culture change, which includes increasing the digital dexterity of the entire organization,\u201d Sanchez Reina says.Gartner introduced the PRISM (purpose; rituals; identity; support and merit) framework to enable organizations to change cultural traits that prevented a culture change (e.g. silo-minded organizations or risk-averse teams).\u201cPRISM works because it allows organizations to raise employee\u2019s awareness on the need for change. That is the one and only key to success,\u201d Sanchez Reina says.","saveContent":"Organizations are increasingly consuming and producing digital goods and services. That is creating the need for a \u201cdigitally dexterous workforce\u201d to foster agility, collaboration and the adoption of new digital technologies, says research firm Gartner, Inc.Further, the CIO must be the culture change agent to enhance digital dexterity as a competency that applies to individuals, teams and the organization as a whole, Gartner explains.\u201cThe digital component of most jobs is increasing. Technical skills are important, but are not enough to steer a successful digital business transformation,\u201d says Helen Poitevin, research vice president at Gartner. \u201cBusiness and IT leaders need to employ the right talent with a specific set of mindsets, beliefs and behaviors \u2014 which we call digital dexterity \u2014 to launch, finish and capitalize on digital initiatives.\u201dThe payoff from digital dexterity can be significant, according to Gartner. Employees with high levels of digital dexterity are more than three times more likely to gain value from digital initiatives than those with moderate digital dexterity.\u201cThey are quicker to launch, finish and obtain the outcomes they seek from digital initiatives,\u201d says Poitevin.In 2019, 29 percent of CIOs in EMEA viewed digital business as a top priority, so improving digital dexterity throughout the organization is crucial, Gartner says. To help their employees to develop digital dexterity traits, business leaders need to build them up by enabling enterprise agility and developing digital competencies. Above all, business leaders need to make digital dexterity a C-suite priority.\u201cMindsets and practices shape culture, and technology acts as an amplifier of that culture. Technology by itself seldomly changes an organization\u2019s culture,\u201d says Daniel Sanchez Reina, senior research director at Gartner. Technology is often the backbone of how work gets done and reinforces the company culture, which is why culture change is becoming an increasing responsibility of IT.\u201cIncreasingly, it\u2019s the responsibility of the CIO to operationalize the enterprise culture and the prevalence of digital dexterity in the workplace,\u201d Sanchez Reina notes. \u201cThe CIO will play a key role in supporting desired behaviors and changing the processes, procedures, policies and management practices that shape how work gets done to encourage desired behaviors.\u201dThe CIO is the culture change leader and the chief HR officer (CHRO) is a key partner to the CIO in shifting the mindset of their own IT team members from \u201cthis is the way we have always done things\u201d to \u201chow can we do things better?\u201d\u201cThis will only happen by applying a framework of culture change, which includes increasing the digital dexterity of the entire organization,\u201d Sanchez Reina says.Gartner introduced the PRISM (purpose; rituals; identity; support and merit) framework to enable organizations to change cultural traits that prevented a culture change (e.g. silo-minded organizations or risk-averse teams).\u201cPRISM works because it allows organizations to raise employee\u2019s awareness on the need for change. That is the one and only key to success,\u201d Sanchez Reina says.","order":0,"get_parent":{},"attributes":[],"attributesType":{"content":{"type":"string","source":"raw"},"lock":{"type":"object"}},"dynamicContent":""}]

CIOs must play key role to enable ‘digital dexterity’ in the workplace

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