#CIO: Towards a #Transformation-Centric IT Department

The main issue faced by IT departments or companies is not so much the management of projects on the roadmap, but rather the daily pressure of operations, maintenance, and legacy systems that completely absorb their capacity to respond and envision the transformation of the company. This has led to the development of transformation functions within companies, which attempt to reconcile these two aspects.

The traditional solution was to separate daily management from transformation management, but this posed a long-term integration problem.

The #CIO (Chief Information Officer) must strike a balance between daily management and transformation.

Challenges of Scaling to a Product-Centric Mode

As more organizations seek a more efficient delivery model, some, particularly in the banking sector, for example, apply methods such as #SAFe (Scaled Agile Framework) to practice agile methods at the organizational level. It is essential to collaborate within teams wishing to transition from a project-oriented approach to a product-oriented one.

The advantage of #product-oriented models like SAFe is that they change the way of working. They integrate business aspects more closely with IT teams and operate on shorter cycles, bringing them closer to the company's mode of operation. Ultimately, they evolve both daily operations and break down the divide between the two worlds, evolving them simultaneously.

These models change the way of working by involving stakeholders from the business world more closely, shortening cycles, and breaking down the barrier between the business and IT worlds. However, they may encounter two limitations: the need for team members' involvement and the challenge of sharing power for some project leaders.

A #Value-Creating Product Team

When a so-called product team continuously receives requests and acts upon them, it is typically in a false product-oriented mode. Normally, a product team constantly proposes new features. This is a characteristic of a successful product team.

Creating a product team facilitates cooperation and enhances transformation capabilities. The key is to be proactive and seek value.

In conclusion, the roadmap primarily serves as a discussion tool for various stakeholders within the company