It is a global IT expense. A total of $ 4.5 trillion is expected next yearA 5.5% increase from 2021, according to technology analyst Gartner. Since businesses are more demanding than their digital projects, how can technology leaders create the right balance between strategy and performance? How three digital leaders tell us.

Make room for your people to focus on creative projects.

Mia Sorgi, director of digital production and experience at Pepsico Europe, recognizes that it is not always easy to think about the future and that all digital leaders need to meet the day-to-day operating requirements.

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“There are a certain amount of digital transformation stuff that is almost completely clean and you have to do it. And sometimes that’s 60% or 80% of what you have to do,” she says.

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However, digital leaders – despite these daily pressures – need to make sure they create space for trial and error. While the idea of ​​failure is inconvenient and inconvenient for employees, managers need to find a way to think about how creative ideas can be put into action.

“Leaders have to say, ‘Hey, we’re going to make some bets,'” said Sergi. “It’s all about a very clear vision and creating a safe place for people, ‘Listen, we don’t know how this will happen, and it will be safe.'”

While big technology companies have made experimentation a key part of their work, Sorgi said it could be even more difficult for traditional companies with long-standing business paths. However, it is a process that all digital leaders must be willing to accept.

“It’s important to try to give your team as a whole some time to do some things that seem a little too far away and their quick business application may not always be obvious. Save time to implement a few specific projects.” Says.

“You have to make people think creatively in digital. If you’re only doing very simple applications, they don’t have the mental space to explore what’s going on around the corner – and that’s very important.”

Develop a strategic vision that you put in front of your mind

Michael Cole, CTO’s European Tour and Raider Cup winner, said digital leaders needed to be transparent in both strategy and performance – and that the team was working hard to achieve it.

“We have set our vision for the future by developing a connected and intelligent golf course and offering what we call ‘the race as a service.’

The Cole Connected Golf Course is about using technologies such as cloud, 5G, sensor and big data to improve the way the sport is played, seen and accessed in different parts of the world. It uses three pillars to achieve that vision: information and communication; Analysis and intelligence; Fan engagement and immersion.

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“Everything we do should be in line with one of the three pillars. So as long as I tactfully meet the needs of today and tomorrow – and as long as they are very clear in each and every pillar – we know. We are working towards our ultimate vision and strategy.”

Cole recognizes that the team sometimes distracts, but those new challenges do not distract the team from its ultimate goal.

“And I liken that to the road – there are times when your strategic requirements take you to a slightly different path, but I’m safe in that as long as that path leads to your destination and your vision.”

Take time to think about the future

According to Cynthia Stoddard, CIO at Adobe, the key to balancing strategy and performance is to focus on the future. She says there is no magic formula for how much time to spend on crystal ball because CIOs’ priorities must respond to organizational requirements.

“When I work with my team on a road map, I spend more time on strategy and thinking about the future,” she says. “And when we find the set of roadmaps, and when we click into performance mode, it’s all about interaction and project meetings and interaction with the business.”

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Stordard The effective balance between strategy and performance is based on the level of the business cycle. And she says the cycle takes place over a long period of time – usually three years, but sometimes up to five, depending on the nature of the subject being discussed. She then works with her team to figure out how to implement her strategy.

“So we think about where we want to be in three years, in terms of skills, and with technology. We rate ourselves – we clearly think about how we’re doing at maturity. Then we take that. ? ‘ And that goes to performance, so this is the cycle.

She said she will meet with other CIOs to find out what is happening and what they are focusing on. She spends time with analysts to understand what they are hearing, and she talks to venture capitalists to find out what’s going on along the way.

“Because there may be some exciting start with some good technology. And it may not be in our view yet, but if we try and play it, we can put it in. And it could be something that has changed in. A great solution in a year.”