I recently read this statement as a headline for a report published by the CIPD.
A few years ago I was asked to explain IT modernisation to a main board Director in a couple of minutes. I created a "Killer Slide" (see a previous article) which worked well and has been "borrowed" by lots of people since then.
So I've updated the slide to reflect the digital times we live in and thought I'd throw it out there in case it's of interest and use.
For a while now, I have been helping companies to transition into an automated world where our human intellect is driven up the ladder by freeing us of the mundane tasks. It’s been a journey that some companies have thrived in and some have taken longer to adapt. To understand similarities, pitfalls, and the best deliveries, we need to look at how traditional ITIL Service Transition requires an evolution in this world of AI & Autonomic revolution.
For the last few weeks, I’ve been vigorously wrestling with the changing nature of IT and the role of the CIO. I seriously believe IT is in some sort of mid-life crisis. Or possibly, it’s just about to grow up and get some long trousers.
We conducted a Q&A interview with Prasoon, Vice President at Société Générale Global Solution Centre, around digital transformation, and the future including blockchain and cryptocurrencies.
We conducted a Q&A interview with Deepthi, Head of Technology Upskilling and Communication (Corporate and Investment Banking Technology) at Société Générale, around digital transformation, automation, and the potential future for technology.
Could you introduce yourself and what you do?
My name is Deepthi Rajan. I have over a decade of experience in the technology and financial services space. I’m the Head of Technology Upskilling at Société Générale, an inspiring role I took up early this year.
Over the past 15 years of working in the cybersecurity industry I have been privileged to have worked with highly intelligent, experienced and articulate colleagues. My experiences in large scale transformation programmes, workshops, interviews, managing both project and operational teams encompass consulting and internal business roles. These experiences led to interactions with hundreds of individuals where I have become aware of some consistent and humorous behaviour types displayed. These include eight positive and negative types including: