Wong agreed structure is important and said collaboration is a given between IT and line-of-business.
"If you don't put the necessary structures in place, you are relying on individual personalities of the people in those positions and that may not work," he said. "By having that structure in place where my position is responsible for these digital areas, you make that an essential part of the role, as opposed to an optional one that people may take responsibility for or not."
Wong is also driving a change in IT staff and recruitment to drive these new ways of working.
"I'm trying to outsource, use managed services or cloud for everything down the bottom of the technology stack, and which I can automate, then outsource things at the top to gain highly skilled expertise. What I'm left with is this middle ground, which means my IT people now have to be more like IT service brokers," he said.
"This means they need enough technical background to have conversations with highly skilled people, but aren't wasting their time doing log checks and monitoring. This frees them up to spend their time on business and understand what's going on there, and what their needs are."
Smith said governance and relationships are important, but that credibility is vital.
"If I'm working closely with marketing or the service delivery teams, I need to build credibility in understanding the needs of their business and what they have to do, in order for me to help them innovate," he said.
"Do a small pilot, have the outcomes defined, get a small project up and running and develop your credibility that way. It's the same on my side - if I'm doing IT projects, I need to get something small up and running to demonstrate value to that customer journey."
Source: CIO Australia
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