Part I of this series provided an insight into the most demanding leadership challenges for CIOs in recent times and highlighted some of the competencies successful technology leaders of today need to master. This second part of the series outlines common stakeholder expectations towards CIOs and concludes on the key qualities a modern day CIO is ought to possess.  

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“CIOs face the same kinds of expectations that stakeholders have for other members of top management. The question of many CIOs however is – Does a CIO have the right level of Executive nous?”

Influencing the growing number and diversity of ICT stakeholders has been the most demanding leadership challenge for CIOs in 2015. Over the past decade, the role of the CIO has been changing, and it is increasingly becoming a more essential part of the C-suite.

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“Over the past decade, the role of the CIO has been changing and it is increasingly becoming a more essential part of the C-suite.”

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Cognitive automation and process robotics will be a game changer for the workforce of the future. The ability to mimic human tasks quickly and minimal effort may sound futuristic, but it is already happening all around you, whether you know it or not.

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“Australian companies that have not heavily offshored their back office processes will hugely benefit from process robotics and cognitive automation as part of entering the era of the digital workforce.”

In Part I and Part II of this series, we introduced the topic of Cloud services contracts. We highlighted the challenges being faced by organisations with regards to contract terms and conditions; with some of the issues compounded by the lack of adequate industry standards concerning Cloud services contracts. We also focused on some key contractual areas that if not addressed adequately, can weaken terms and conditions of Cloud services contracts.

This final part of the series will look at contractual disengagement arrangements and provide some concluding thoughts on the topic.

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“While the Cloud technology in itself has matured, there is clear evidence that the corresponding contractual frameworks will require a fair degree of fine tuning going forward.”

In Part I of this series, we introduced the topic of Cloud services contracts and highlighted the challenges being faced by organisations with regards to contract terms and conditions; some of the issues compounded by the lack of adequate industry standards concerning Cloud services contracts.

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“Analysis of Cloud services contracts in the market reveals there are considerable gaps in the terms and conditions that suppliers present to clients.”

The Software-as-a-Service (SaaS) delivery model promises fast deployment speeds, lower upfront costs and ongoing flexibility to scale up or down as business needs change.

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“Deloitte is continually reviewing Cloud services contracts on behalf of clients and finds that there are a number of new challenges being faced by organisations, with some of the issues compounded by the lack of adequate industry standards around terms and conditions.”

In Part I & Part II of this series, we discussed how the legacy-skilled workforce is retiring and organisations are scrambling for much needed skills in the latest emerging, disruptive technologies and how this is a global issue, affecting CIOs around the world. In this post we discuss how those emerging trends impact on sourcing the required ICT services.  

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“Deloitte expects to see the role of the IT department changing, and with it an increased focus on developing greater commercial and stakeholder management capabilities and skills.”

In Part I of this Blog post series we discussed how the legacy-skilled workforce is retiring, and organisations are scrambling for much needed skills in the latest emerging, disruptive technologies such as mobility and digital. In this post we discuss how the ICT skills gap is a global issue affecting CIOs around the world.

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“The Deloitte Tech Trends 2015 study finds that 57 percent of business and technology leaders view IT as an investment that drives innovation and growth.”

The legacy-skilled workforce is retiring and organisations are scrambling for much needed skills in the latest emerging, disruptive technologies such as mobility and digital to close the ICT skills gap.

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“A number of recent Deloitte research reports have identified “Business and Technical Skills Gaps” as a significant issue for the CIO.”

In our previous post – Where will your 2020 Back Office be? Part I – we looked at the adoption of Shared Services and Outsourcing for enterprise back office functions. In Part II of this series, we continue to focus on back office functions and the business drivers for change relating to Shared Services and Outsourcing.

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“Service providers are leveraging the latest emerging technologies and innovations to improve the attractiveness of their Shared Services and Outsourcing offerings.”