When the business history of the 21st century’s first great pandemic is written, CIOs will emerge as resourceful heroes who executed digital transformation at speed, achieving remarkable success in enabling their organizations to function with suddenly dispersed workforces, and do it fast.
But that was then.
More than two years later, we’re in a new era of hybrid work whose dimensions change from day to day. The business demands on CIOs remain intense, and more daunting because they’re more diffuse. Nevertheless, there’s an upside: as all companies become technology companies, CIOs have unprecedented opportunities to contribute leadership that steers the business.
I see two overlapping imperatives for CIOs charged with optimizing their organizations for flexibility and productivity in the hybrid world:
The Multiple Meanings of 'Hybrid'
"Hybrid work" is commonly understood as a few days in the office and a few days remote. But for CIOs especially, the meaning of "hybrid" goes deeper than that. The pandemic’s accelerated deployment of digital technologies underscored a fundamental evolution of work itself into a hybrid of human and machine.
This, in turn, highlighted the workforce skills gap that widens with each advance into the digital world. For most CIOs, equipping employees for remote work is simpler than maintaining "a laser-like focus on workforce digital dexterity, which is critical for leadership," as Gartner analyst Matt Cain told CIO.
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