{"id":840197,"date":"2025-04-09T18:15:27","date_gmt":"2025-04-09T23:15:27","guid":{"rendered":"https:\/\/newsycanuse.com\/index.php\/2025\/04\/09\/what-cios-need-to-secure-beyond-tech-to-successfully-transform\/"},"modified":"2025-04-09T18:15:27","modified_gmt":"2025-04-09T23:15:27","slug":"what-cios-need-to-secure-beyond-tech-to-successfully-transform","status":"publish","type":"post","link":"https:\/\/newsycanuse.com\/index.php\/2025\/04\/09\/what-cios-need-to-secure-beyond-tech-to-successfully-transform\/","title":{"rendered":"What CIOs need to secure beyond tech to successfully transform"},"content":{"rendered":"

Bitcoins <\/p>\n

\n
\n
\n
\n

Bitcoins
\n\t\t\t\tOne thing that unites CIOs is that transformation is achieved not with pure technology, but by managing change across the enterprise.\t\t\t<\/h2>\n<\/p><\/div>\n
\n
\n

Digital transformation technologies alone don\u2019t make digital transformation. CIOs know this well, even when they increase their IT investments. The Polytechnic University of Milan\u2019s Startup Thinking and Digital Transformation Academy Observatories predict a 1.5% growth in ICT budgets specific to Italy, mostly in line with recent trends. And in the broader context of EMEA, IDC<\/a> says digital transformation spend will exceed $1.2 billion in 2028, with a CAGR of nearly 16% over the 2024 to 2028 forecast period.<\/p>\n

AI and cloud are driving double-digit CAGR, but digital transformation isn\u2019t limited to technology investments. Training, communication, and change management are the real enablers.<\/p>\n

Managing change and transformation<\/h2>\n

Paolo Sicca, group CIO of manufacturing company Industria Grafica Eurostampa, is an example of how his role is evolving. \u201cIntroducing business intelligence required a great deal of change management<\/a> work, because from a data use that wasn\u2019t very sophisticated and organized, and very do-it-yourself, we moved to a consistent and verified data warehouse,\u201d he says.<\/p>\n<\/div>\n

\n

The technical work of Sicca is typical of ICT in a distributed multinational. The products for digitalization are the same that many other companies adopt, including BI. But the difference lies in its accompaniment to innovation.<\/p>\n

\u201cThe change management was complex, as it always is,\u201d says Sicca. \u201cThe secret of success is the endorsement of the owners and top managers, who embraced the project and believed from the start in the usefulness of reliable reports.\u201d The will of top management, in fact, allowed the transformation to be carried forward in a sustainable way, which further facilitates acceptance of change.<\/p>\n

The proof lay in another project conducted by Sicca for Eurostampa of the paperless factor<\/a>y, or the transition from processes based entirely on paper supports, to being managed entirely on workflow and with digital documents.<\/p>\n<\/div>\n

\n

\u201cThe change was even more complex,\u201d Sicca says. \u201cI\u2019d already led a similar project in another company and I knew the transition from paper to workflows has a significant impact on users. In my experience, transformations of this kind aren\u2019t easy. There\u2019s always some resistance to change. But once the new way of doing things became ordinary, the paperless mode seemed irreplaceable, because it was much more efficient. Support also matured with the understanding of the advantages by users.\u201d<\/p>\n

For this reason Sicca has been involved in information and training activities on the new method, even if there are cases in which resistance remains.<\/p>\n

\u201cThe projects have all been successful, but there are always some who yearn for the past methods,\u201d he adds.<\/p>\n<\/div>\n

\n

Why communication is essential<\/h2>\n

As part of change management, it\u2019s important not to impose from above, but to study together with end users. Digital transformation must not be an imposition, but a convinced and unanimous choice.<\/p>\n

\u201cDigital transformation means creating a two-way dialogue between IT and business, and with people, the end users of technologies,\u201d says Pablo Fernando Ambrosy Carrera, chief digital and innovation officer at law firm Portolano Cavallo. \u201cThe CIO must always take into account what the real needs are in using technologies and what problems need to be overcome. It makes no sense to create a product and propose it after a year of development and integration only to find out it\u2019s not useful. IT must proceed based on the input that comes from internal staff on technologies and processes. The voice of the user is important.\u201d<\/p>\n

From a technological standpoint, Carrera is carrying forward digitalization already started by the firm, equipping itself with modern systems as a result. So his work must focus on ensuring operational continuity despite change.\u00a0<\/p>\n<\/div>\n

\n

\u201cI\u2019m aware that, even as we implement new products for the digital evolution of the studio, people need to be able to work without penalizing interruptions,\u201d he says. \u201cIt\u2019s also important to keep people updated on what\u2019s being done and how technology will improve everyone\u2019s work. I insist on the value of communication and involvement.\u201d<\/p>\n

A focus on AI<\/h2>\n

The experience of Stefano Bombara, IT manager of technical systems services at Cr\u00e9dit Agricole Vita, isn\u2019t dissimilar. For Cr\u00e9dit Agricole Insurance and Cr\u00e9dit Agricole Life, companies of the Cr\u00e9dit Agricole Group, digital transformation began a few years ago, involving both internal processes and those used externally by intermediaries and customers. Until now, digitalization has focused on streamlining and automating processes, but AI now requires a strong IT-business synergy and a structured training intervention to accompany innovation.<\/p>\n

\u201cThis year we intend to introduce AI to digitalize the claims management process in the non-life branch,\u201d Bombara says. \u201cEven more than other technologies, AI is an innovation introduced not by IT alone, but together with the business \u2014 in this case, the claims department \u2014 \u200b\u200bto identify the processes in which to apply it, or the use cases where we can produce real benefits of optimization and simplification for core activities. The entire project is accompanied by training on the methodology and the new cultural approach. This is very important because it allows us to align the expectations of the various business areas. Without common training, we can\u2019t understand the potential or the constraints of AI.\u201d<\/p>\n<\/div>\n

\n

So CA Life and CA Insurance are evaluating gen AI methodology adoption<\/a>, a roadmap that includes sharing of approaches, proposals of use cases from which the first pilot projects derive, and the accompanying training.\u00a0<\/p>\n

\u201cWe plan to evaluate how to introduce AI in all its forms, from deep learning to gen AI, and we\u2019ll define the best way to train and engage people, as well as identify use cases that are beneficial for the business,\u201d Bombara says.<\/p>\n

More companies are dedicating attention to AI, along with other digital projects, out of necessity, which highlights the need for change management. Carrera says training is essential, especially when introducing gen AI, and even when internal users already have strong digital skills, like at Portolano Cavallo. But it\u2019s always necessary to provide support and governance.\u00a0<\/p>\n<\/div>\n

\n

And while AI will be the technological theme of the next few years, it only makes sense, according to Sicca of Eurostampa, if it offers vertical solutions. \u201cWe aren\u2019t interested in products that aren\u2019t functional to our core business,\u201d he says.<\/p>\n

Too little training for managers<\/h2>\n

Technology remains, therefore, a means. Transformation is something bigger and is achieved continuously by managing change through processes, culture, and structuring training paths.<\/p>\n

But it\u2019s estimated that in Italy, less than 50% of managers and entrepreneurs benefit from training, says Claudio Rorato, director of the Digital Innovation Observatory in SMEs at Milan\u2019s Polytechnic University. \u201cAnd yet for those who develop strategies and decide whether and where to provide funding, the lack of training precludes the possibility to develop new visions,\u201d he says. \u201cNeglecting managers means not allowing those responsible to facilitate top-down and bottom-up transmission growth, hindering a more advanced organizational learning process.\u201d <\/p>\n<\/div>\n

\n

But thanks to the provisions linked to Italy\u2019s recovery and resilience plan (PNRR), borne out of the global pandemic in 2020, as well as other initiatives, there are many funds available to companies to increase training. But another obstacle emerges from Milan Polytechnic Observatory\u2019s research: the weak cohesion of the ecosystem that revolves around SMEs to create integrated training proposals. Trade associations, professionals, innovation hubs and financial institutions should collaborate more effectively to stimulate training demand from companies and guide them toward continuous adoption of this most important tool for digital transformation.<\/p>\n<\/div>\n<\/div><\/div>\n

\n

\n\t\t\t\tSUBSCRIBE TO OUR NEWSLETTER\t\t\t<\/p>\n

\n\t\t\t\tFrom our editors straight to your inbox\t\t\t<\/h3>\n

\n\t\t\t\tGet started by entering your email address below.\t\t\t<\/p>\n<\/p><\/div>\n<\/p><\/div>\n

Joan Mcnaught Read More<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

One thing that unites CIOs is that transformation is achieved not with pure technology, but by managing change across the enterprise. Digital transformation technologies alone don\u2019t make digital transformation. CIOs know this well, even when they increase their IT investments. The Polytechnic University of Milan\u2019s Startup Thinking and Digital Transformation Academy Observatories predict a 1.5%<\/p>\n","protected":false},"author":1,"featured_media":840198,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[27049,22780],"tags":[],"class_list":{"0":"post-840197","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-secure","8":"category-successfully"},"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/posts\/840197","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/comments?post=840197"}],"version-history":[{"count":0,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/posts\/840197\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/media\/840198"}],"wp:attachment":[{"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/media?parent=840197"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/categories?post=840197"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/newsycanuse.com\/index.php\/wp-json\/wp\/v2\/tags?post=840197"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}