Insights

Businesses produce and process data more than ever before, and it has become increasingly important to derive value from it. In this article, our team shed light on Telstra Purple's work to produce purposeful outcomes for organisations transitioning towards a data driven culture.

At Telstra Purple’s New-in-Role virtual roundtable, 14 CIOs explored the trickiest parts of their first year and how to navigate them. An overarching challenge was identifying what to keep versus what to change, then using that basis to implement lasting, positive change. Our attendees identified three major steps to success.

Stepping into the role of CIO has never been easy. Now, with performance increasingly contingent on digitisation and technology being woven into organisational strategy and culture, CIOs need to wear more hats than ever. This means the early days of their tenure are important – but tough – to get right.

Being a CIO is not just about bridging the gap between business strategy and technology, but also influencing and delivering valuable change. This requires new thinking about the whole purpose of the CIO – in leading strategy, igniting opportunities, driving efficiency, and influencing culture. Download this white paper to get top tips for success in these areas.

It is difficult to talk about any aspect of business without mentioning the C-word. But, while COVID-19 is the driving force behind our new world of work, it is another C-word - “culture” - that we need to pay close attention to. After all, if organisations want to navigate and exit the global pandemic stronger, then they need to build a stronger security posture and culture through gaining employees’ trust. After all, they are our first line of defence.

The end of presenteeism might mean a healthier focus on clear, measurable outcomes, and the end of habits that burn out employees and cost employers in the long run. Data and technology leaders are uniquely poised to make sure this change really is a positive one, by guiding organisations toward more meaningful measurements and finding innovative ways to keep people-focused, creative, and collaborative practices alive.

While many organisations are still in the early stages of this period of change there is a need for technologists to learn how to inform decisions by telling "data stories" in a language that stakeholders understand.

If you’re reading this, you’ve probably already had first-hand experience in how the COVID-19 pandemic has turbo-charged existing trends in technology and digital transformation. With a firm handle on the new landscape, now is the time to work through some of the practicalities of working amid this deluge of data.

For many of us, work is now a daily reminder of the ways COVID-19 has permanently shaped workplaces and sped up our digital journeys. But those changes look different in almost every industry, organisation and team. One of the clearest silver linings of the past several months has been a shift toward empathising with individuals’ and organisations’ unique circumstances .