首席信息官对业务连续性的看法

5TechTrendstoWatchin2021

HowtoBuild

Operational

Resilienceto

StrengthenBusinessContinuity

CTOTipsfor

NavigatingBusinessContinuityThroughUnpredictability

CIO

Perspectives

Volume7

TheRoleofITin

BusinessContinuity

BuildingaMoreResilientOrganization

TechnologyInsightsforBusiness

Continuity

W

henitcomestoIT,2020showedusthattechnologyneedscanchangedramaticallyintheblinkof

aneye.Shiftingworkforcedemandscanputbusiness-criticalsystems

undersuddenpressure.It’sclearthatorganizationsneedsystemstheycantrusttoscaleandevolve,nomatter

howtheworld,workforce,orworkloadchanges.

Aswestarttomovetowardrecovery,IThastheopportunitytotakeastepbackandreevaluatepracticesestablishedoutofnecessity.AsITleadersconsiderwhatworkedandwhatdidn’t,onlythestrongesttoolsandprocesseswillhelpensurebusinesscontinuitythenext

timeITisaskedtosuddenlypivot.ThisissueofCIOPerspectivesexploreshowtechnologyandITleaderscankeep

theirorganizationsrunningsmoothlynowandintothefuture.

DiscoveringthePowerofAgility,Collaboration,andEmployeeEngagement

03

5TechTrendstoWatchin2021

06

HowtoBuildOperationalResiliencetoStrengthenBusinessContinuity

09

CTOTipsforNavigating

BusinessContinuityThroughUnpredictability

15

HowResilienceBecamea

PowerfulEnablerforBusinessContinuity—andIngenuity

CIOPerspectives:TheRoleofITinBusinessContinuity|3

5TechTrendstoWatchin2021

JimStratton,ChiefTechnologyOfficer,Workday

We’lllikelyregard2020astheyeardigitaltransformationreachedescapevelocity.JimStratton,chieftechnologyofficeratWorkday,expectsbigleapsinthesetechnologyareasthisyear.

henwelookbackon2020,we’lllikelyregarditas

W

theyearthatdigitaltransformationreachedescapevelocity.Technologytookcenterstageasbusinesses

scrambledtoservecustomers,ensurebusinesscontinuity,andsupportemployeesduringthethrowsofaglobal

pandemic.Asaresult,technologyevaluationsand

implementationsthatpreviouslytookmonthsoryearsto

completewerecompresseddowntoweeks,ifnotdays,in

manycases.Thispandemictaughtusjusthowimportant

technologyistobusinessestoday,andfortheirfuturesuccess.

Aspartofthisprocesswe’vealsorealizedthatplanning

andpreparednesspaysoff.Companiesarenowinvestingin

technologynotonlyfordigitaltransformationbutforcrisispreparedness,becauseifthere’sonethingwe’velearnedit’sthataglobalcrisiscanhappenatanytime,andwith

littlewarning.

Astheworldfocusesonrecoveryin2021,theinvestments

businessesmadeasaresultofthepandemichavehelped

laythegroundworkforayearofrapidtechnologyadoptioninenterprises.Companiesarelookingtoupgradetheirdigitalcoretechnologiestogivethemtheagilitytheyneedtomoveforward.Iexpectmachinelearning(ML),next-generation

analytics,andemployeeexperiencetechnologytomakehugeleapsthisyear,inthefollowingways:

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CIOPerspectives:TheRoleofITinBusinessContinuity|4

Theinvestments

businessesmadeasaresultofthepandemichavehelpedlaythe

groundworkforayearofrapidtechnology

adoption.

Agilityenabledbyautomation.

In2021,ITleaderswillincreasinglyseekautomationtoreducefrictionandincreaseproductivitywith

processesandtasksthatflowbetweenenterprisesystems.

Pressuredtodomorewithless—

andfaster—we’llseeautomation

technologiesexperiencegreater

tractionasCIOsworktoquickly

realigntheirenterprisesystemsto

newprocesses,waysofworking,andrevenueopportunities;ensurethe

ongoinghealthandsafetyoftheir

workforce;fillcriticaltalentgaps;

andultimatelyextendthecapacityofthoseworkforces.Infact,Workday’srecentorganizationalagilitystudy

showsthatnearlytwo-thirds(64%)ofcompaniesreportprogressdeployingAI,ML,andautomationtechnologiesdesignedtostreamlineworkflows

andhelpincreasecapacityoftheexistingworkforce.

ThefocusforITisshiftingfromhow

tocustomizeandrewireasingle

application,toorchestratingaholisticandefficientsolutionexperience.

#2

TheriseofexplainableAI/ML.

BecausemostAI/MLmodelsare

somewhatofablackbox,usersand

developersdon’thavevisibilityintowhythemodelsmakethedecisionsthey

do.Machinelearningintheenterpriseisbeingdesignedanddevelopedto

augmentindividualsintheirroles,

suchasrecommendingthemost

qualifiedcandidatesforarole,flaggingananomalousorhigh-riskfinancial

transaction,orsuggestingthenext

stepinyourcareerpath.However,

wide-scaleadoptionofthesesolutionswillonlyhappenafterwebuildtrustintheunderlyingtechnology,whichcanonlyhappenifthedriversforagiven

predictionareexplainedtotheenduser.

Forexample,inthecontextofmachinelearninginrecruiting—understandingwhyagivencandidateisrecommendedforaparticularroleisimportantto

allowthehiringmanagertomakeaninformeddecisionandalsotoexposetheriskofbiasinhiringpractices.

Similarly,inthefinanceworld,withoutdescribingwhyaparticulartransactionwascategorizedaspotentially

anomalous,wemayactuallycausethefinancialanalysttospendmoretimeauditingtransactionsratherthanless.

64%

Thisyear,Iexpectdevelopersandbusinessuserswilldemandmoreinsightintothealgorithmsandhowtheyareapplied.Morevisibility

Two-thirds(64%)ofcompanies

reportprogressdeployingAI,ML,andautomationtechnologiesdesignedtostreamlineworkflowsandhelpincreasecapacityoftheexistingworkforce.

Thisarticleisreproducedfroma

Workdayblogpost:readtheoriginal.

intothisprocesswillensurethatpeopleunderstandthefactorsonwhichagivenmodelisbasingitsrecommendation.

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CIOPerspectives:TheRoleofITinBusinessContinuity|5

Userexperiencereinvented.Theseamlessandpersonalized

consumerexperiencesweenjoyinourpersonallivesareincreasinglycomingtotheworkplace.

Theconfluenceofadvancedfront-enduserinterfacetechnology,opensystemswithconnectingworkflows,intelligentmultimediacontent,andembedded

MLwillbringaboutadeeperlevelof

integration,context-guidedexperiences,andpersonalizationacrosssystems

anddevices.Equallyimportantisaburgeoningfocusondesignthinkingforworkplaceexperiencestoensurethatemployeeinteractionsare,andremain,frictionlessandintuitive.

Withsomanyemployeescontinuing

toworkremotely,businessesare

acceleratinginvestmentsinmaking

theirenterpriseapplicationsas

compelling,collaborative,personalized,andefficientaspossible.

Next-genembeddedanalytics.

#4

WhenIspeakwithourcustomers,

nearlyeveryconversationrevolves

arounddata—howtheycanmakethemostoftheirdatatodrivebusinessdecisionsandagility.Withsomany

clouds,applications,andservices

intheenterpriseecosystem,criticaldataissittinginsilosacrossthe

organization.Forexample,ifyou

wantedtoseehowyourAtlanta

salesofficeisperforming,you’dlikelyneeddatafromyourCRM,finance,marketing,andHRsystemstogetafullpicture—notaneasytask.

Thenextgenerationofapplications

willgiveusgreaterabilitytoaggregateanalyticsandinsightsfromacross

systems.And,thesenext-gentools

willthensurfacethoseinsightstotherightpeopleattherighttimetohelp

themsolvebusinessneeds—noSQLrequired.Withrecentadvancementstoconnectorsandmetadata

connectors,it’sgettingincreasingly

easiertobringdisparatedatasets

togetherandputthedatatowork,

whichbodeswellformakingdecisionsfaster,andwithmoreconfidence.

CollaborativeAI.

#5

IntheearlydaysofAIandML

development,companiesfocusedon

buildingproprietaryMLalgorithms

forawiderangeoffunctions—opticalcharacterrecognition,naturallanguageprocessing,andspeech-to-text,to

nameafew.Asthebuildingblocks

ofAIandMLbecomecommoditized,we’restartingtoseethemovetowardhigher-valueservicesthatleveragethoseunderlyingtechnologies.

Thisevolutionmirrorsthatofthemajorpubliccloudprovidersastheymovedfrominfrastructuretoplatformto

applications.Examplesofthishighervalueincludeenablingcompanies

toexperimentmorewithAIandML

innovationstoimproveproducts,

whilebuildingtrustintheirmodelsandpredictions.Businesseswillbeabletoleveragebest-in-classalgorithmsto

quicklybuildensembleapplicationsandfocustheirMLonwhat’strulyuniquetotheirbusiness—withoutrequiringafulldatascienceteam.

Whilethere’snotellingwhat’saheadofusin2021,businessesarefocusedonpreparingforthenextnormalbydevisingnewwaystoempowertheirgreatestasset—theirpeople—withtechnology.

CIOPerspectives:TheRoleofITinBusinessContinuity|6

HowtoBuildOperationalResiliencetoStrengthenBusinessContinuity

JillianOgawa,SeniorContentMarketingManager,Workday

WorkdaystrategicpartnersAccenture,CollaborativeSolutions,KPMG,Mercer,OneSourceVirtual,andPwCshareinsightsforstrengtheningoperationalresilienceduringtimesofcrisis.

C

OVID-19hasputcompaniestothetest.Acrossindustries,businessesaregoingthroughtrialanderrorinadjustingtoanewmarketplacereality.

Whennavigatingunprecedentedtimes,organizationsmustfocusonhowtorespond,recover,andeventuallythrive.Inthisarticle,wehighlightadvicefromourpartnersonhowtoensurebusinesscontinuitythroughoperationalresiliency.

UnderstandingOperationalResilience

Initsreport“TheArtofAdaptingtoaChangingEnvironment”KPMGdefines“operationalresiliency”asanorganization’s

abilitytoadapttorapidlychangingenvironments.“Thisincludestheresilienceofsystems,processes,andpeople,

andmoregenerallytheorganization’sabilitytocontinuetooperateduringdisruptiveevents.”

Inthepost-COVIDnorm,aneffectiveresiliencyplanwilllookverydifferentthanitdoestoday.

Operationalresiliencyhasbeenalong-standingfocusinareasthatdealtwithrisk,suchascybersecurityor

outsourcing.Butthescopeofdisciplinehasevolved,

becoming“anewend-to-enddisciplinethatrequiresallpartsoftheorganizationtoworktogether,”saysKPMG.

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ThechallengesbroughtonbyCOVID-19addanothernuanceto

strengtheningoperationalresiliency.FromPwC:“Inthepost-COVIDnorm,aneffectiveresiliencyplanwilllookverydifferentthanitdoestoday.COVID-19hasexpandedthescopeofoperationalresiliencybeyondpreventingthreatstobeingpreparedtooperateduring

periodsofmassivesocialdisruption.”

Here’showcompaniescanstrengthentheiroperationalresiliency:

Considerthesequestions.

Areteamsworkingwelltogether?

△

Arenew

conflictsemerging?

?

Arecritical

conversationsnothappening?

Assessadaptationtonewwaysofworking.

Oftentimes,unexpectedchallenges,

suchasthosebroughtonbyCOVID-19,placeheightenedscrutinyonhow

wellyourorganizationoperates.“Nowisagoodtimetomonitoremerging

performanceproblemsandidentify

newwaysofworking,”saysMercerinitsarticle“LeadingDuringaPandemic:FourQuestionsLeadersNeedto

Consider.”

Toensurebusinesscontinuity,

organizationsshouldconsiderwhether“remoteworkershavethetools,

technology,andtrainingtheyneed,”

especiallysincemanycompanieshaverequiredsomeoralloftheiremployeestoworkfromhomeinresponseto

COVID-19.Also,thestrengthofan

organization’soperationalefficiencyincludestheeffectivenessof

decision-makingandcross-functionalcoordinationintimeofcrisis.

“IfCOVID-19haschangedwhere(e.g.,

home)andhow(e.g.,virtually)your

employeesareworking,itisimportanttounderstandtheextenttowhichthesechangesaredisruptingperformance,”Mercersays.

Organizationsshouldaskthemselvesthesequestions:Areteamsworkingwelltogether?Arenewconflicts

emerging?Arecriticalconversationsnothappening?“Ifso,virtualdistancemaybeslowingyouremployees

down,”Merceradvises.“Identifyingcoordinationchallengesquicklyandtakingcorrectivestepscanhelpyourorganizationstayontrack.”

Thereport’sauthorsalsoencourage

companiestogettimelyfeedbackfromtheirworkforceontheoperational

effectivenessoftheorganization.

“Employeesandfrontlinemanagers

oftenhavetheclearestinsightsaboutthetools,technology,policies,and

proceduresthataren’thelpful,”Mercersays.“Nowisagoodtimetostreamlineprocessesandremovehassles.Doingsowillincreaseefficiencyandprobablyboostemployeeengagementaswell.”

Thearticlealsohighlightsotherfactors,suchasorganizationalagility,that

leadersshouldconsiderwhenassessingtheperformanceoftheirorganizationsduringtimeslikethese.

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Prioritizeprocesschangesforworkforcemanagement.

InthemidstofCOVID-19,companiesarehavingtorealigntheirHR

protocolsandpoliciestoreflectnewregulationsandthechangingneedsofthebusiness,suchasexpeditingthehiringofessentialworkersor

addinghazardpay.

“Weknowthatallofthesequestions

andmoreareimportantbecausehowwerespondtodayisgoingtoinfluencebusinessafterrecovery,”saysDanielleWhite,vicepresident,GlobalCustomerEngagementatCollaborativeSolutions.

That’swhyCollaborativeSolutions

puttogetheranAsktheExperts

webinarseriestohelporganizationsreconfiguretheirprocessesimpactedbyCOVID-19.Thewebinarssofar

haveaddressedtracking,absence,

andpayroll;coreHCMandrecruiting;

andbenefitsandbenefitsreporting.

Upcomingwebinarsintheserieswilladdressotherprocessesthatare

changinginlightofCOVID-19,suchasfinanceoperationsandvirtualdeployment.

InresponsetotheFamiliesFirst

CoronavirusResponseAct,

OneSourceVirtualcreatedaYouTubepresentationthatgivesanoverviewofthenewlegislation,explainshowtoreconfiguresystemprocessesinWorkdaythataccountforemployeesmissingworkduetoCOVID-19,anddiscussesthepotentialimpactof

thelegislationonotherprocessesandpolicies.

WorkforceplanninghasalsobeengreatlyimpactedbyCOVID-19,as

companiesarehavingtosuddenlyreducetheirworkforcewhileothersareexperiencingasurgeindemand.Asaresult,businessesmustshift

howtheyrecruitandhiretalentin

thecurrentlandscape.Anewglobalemployer-to-employerinitiative

poweredbyAccenture’splatform

People+WorkConnectenables

companiestorapidlysharethe

experienceandskillsoftheirlaid-offorfurloughedworkforceswithothercompaniesontheplatformthatareseekingworkers.Theresourceis

availabletouseatnocost.

Strengthensupplychainresilience.

Thepandemicisdisruptingsupplychainsonaglobalscale.When

adjustingtheiroperationstocopewiththeimpact,companiesmustalsoaccountforbuildingup

long-termresilience.

“TheCOVID-19pandemicisnotjustashort-termcrisis,”Accenturesays.“Ithaslong-lastingimplicationsforhowpeopleworkandhowsupply

chainsfunction.”

Inthereport“BuildingSupplyChainResilience:WhattoDoNowandNextDuringCOVID-19”Accentureoutlinesacontinuouscycleframeworkof

“riskmobilizing,sensing,analysis,andconfiguration”thatwillhelporganizationsoptimizeresults

andnavigatearapidlychangingenvironment.

Howtofuture-proofyoursupplychain.

Improve

supplychainvisibility

Modelnewrisksandcosts

Focuson

resilience

“Companiesneedtorespondrapidlyandconfidentlytoshapeandexecuteashort-termtacticalplanthatwill

mitigatetheriskstohumanhealthandprotectthefunctioningofglobalsupplychains,”Accenturesays.

APwCwhitepaperalsoexamined

theimpactofCOVID-19onthe

globalsupplychain.Forcompaniestofuture-prooftheirsupplychain,

PwCadvisestoimprovesupplychainvisibility,modelnewrisksandcosts,andfocusonresilience.

“Understandinghowglobal

manufacturersaremanagingthroughdisruptionstotheirsupplychainswillhelpallbusinessesstructuretheir

ownresponses,”saysPwC.

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CIOPerspectives:TheRoleofITinBusinessContinuity|9

CTOTipsforNavigatingBusiness

ContinuityThroughUnpredictability

GhadeerRedler,ContentMarketingManager,Workday

Asbusinessescontinuetonavigatethroughthepandemic,CTOsaretryingtomaintainbalancebetweenbusinesscontinuityanddigitalinnovation.IvanNg,CTOatCityDevelopmentsLimitedinSingapore,sharesbestpracticesandlessonslearned.

usinessandITalignmenthasprobablyneverbeen

B

moreimportantthanitisrightnow.Duetodisruptionfromthepandemic,ITteamsarehavingtofigureouthowtofindtherightbalancebetweenbusinesscontinuityanddigitalinnovation.

TheCOVID-19crisisisalsoforcingchieftechnologyofficers(CTOs)andtheirteamstoleadthroughthedisruptionby

rapidlyadaptingprocessesandprotocolsforeffective

remoteworkscenarios,enablingbusinesscontinuity

throughunplanneddemand,andmitigatingnewsecurityrisksandthreats.

Aspartsoftheworldarenowrecoveringfromthecrisis,

CTOsaresolidifyingtheirlessonslearnedwhilestarting

torevitalizedigitalinnovationefforts.IvanNg,CTOat

CityDevelopmentsLimited(CDL),aglobalrealestate

firmheadquarteredinSingapore,shareshisbestpracticesforsuccessfullynavigatingthisnextphaseinthisQ&A.

ReadonforIvan’sadviceonensuringcontinuityaswellashelpingthecompanybecomemoreagileandresponsive—whichwillonlypaydividendsasthefocusturnsmore

towardinnovationinthefuture.

CIOPerspectives:TheRoleofITinBusinessContinuity|10

Howcancompaniesquickly

#1

adapttheirbusinesstokeepupwithevolvingneeds,andhowcantechnologyhelp?

Understandtheearlysignsofchangingneeds.

#2

#3

Manageanagileecosystemtodeliverthosechanges.

Adjustbusinessmodelstocommercializeandcapturevalue.

Duetothepandemic,everybusinesshasbeenexperiencingrapidand

massivechanges,soadaptabilityisanalmostexistentialcapabilityforallcompanies.

Theabilitytoadaptcanbeattributedtothreeareas:understandingtheearlysignsofchangingneeds,managing

anagileecosystemtodeliverthose

changes,andadjustingbusiness

modelstorapidlycommercializeand

capturevalue.Thisiswheretechnologycanbeastrategicenabler.Welive

inaworldwheredataisuniversally

prevalent,butmakingsenseofthe

datarequiressharpbusinessacumenanddeeptechnologyexpertiseto

extractinsightsonchangingneedsforbusinessproductsorservices.

Technologyalsoenablessupply

chainstoseamlesslyconnectacrossorganizationstodeliverwhatthe

customerneeds.Lastly,technologyprovidesawholearsenaloftoolstocalibratebusinessmodelsthroughanalytics,aswellasfacilitate

customerexperiencejourneys.

WhyisthereaneedforITtodeliverremoteservices,andwhatdoesITneedtoconsiderinsupportingremotework?

Traditionally,ITwasabout

providingserviceson-site.Now,IT

issointerwovenintokeybusiness

processesthattherequirementsonITshouldbethesameasfortherestofthebusiness.Formanycompanies,theexpectationforITservicesis

tobeavailableanytime,anywhere.

Thepandemiccrisishasclearlydemonstratedwhyon-site–onlyITservicesareinsufficientforthemodernenterprise.

Toeffectivelysupportremotework,

CTOsneedtolookbeyondthe

technologyandrecognizethatremoteworkistrulydifferent.Amidstthecrisis,manyorganizationshavediscovered

thatevenwithpriorbusiness

continuityplanningandnewdigitaltools,nothingcouldhavepreparedusforsuchsignificantdisruption.

ITcanbetterpreparebyinvestinginenterprisesolutionsthatcenterontechnology,data,security,andcloudcomputing.

“Thepandemiccrisishasclearlydemonstratedwhyon-site–onlyITservicesareinsufficientforthe

modernenterprise.”

IvanNg,CTO,

CityDevelopmentsLimited

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HowcanITensureanytime,anywhereaccesstodatatosupportremotebusinessfunctions?

Todeliveranytime,anywhereaccessisnon-trivial.ModernITarchitecturesareinherentlycomplexandmadeupofinterlinkedITservicesthatspan

fromapplicationstoinfrastructure,

withalargenumberofcomponents.Thismeansthatoneweaklinkcan

potentiallydisruptacriticalITservice.

Whileotherapproachesexist,my

recommendationisforITtoadoptacloud-firststrategy.Inmyexperience,adoptingacloud-firstarchitecture

hasgreatlyreducedthecomplexity

aroundinfrastructureandallowsustoquicklyscaleupthecapacitytoadapttobusinessneeds.

It’salsoimportanttofullyembracebeingdigitalacrossallbusinessfunctions.

Beyondleveragingthecloud,it’salsoimportanttofullyembracebeing

digitalacrossallbusinessfunctions.Overthelastfewyears,weembarkedonajourneytodigitizemostofour

documentsandmoveourcoreprocessesonline.

Wehavealsofocusedonbuildingthecapabilityforstafftocollaborateondocumentsvirtually,enablingour

employeestoworkremotelyand

completetrainingonmobiledevicesandlaptops.

HowcanITevolveitsoperatingmodelstoensurebusinesscontinuityduringacrisis?

TheCOVID-19pandemicclearlyshowshowdisruptiveacrisiscanbeonpeople,businesses,andeconomies.AsIT

leaders,weneedtofocusonhowwe

canbestevolveoperationstoenableourbusinessestoserveourcustomersregardlessofdisruption.TherearethreethingsthatITshouldconsiderdoing:

Createworkforceresilience.

Evaluatecollaborativetechnologiestoallowworktobeexecutedacrossyouremployeeworkforce,and

supplementitwithdigitalcapabilitiessuchasroboticprocessautomation(RPA)andITremoteservices.

Establishacommandcenter.Prioritizecriticalprocessesanddevelopacommandcentertocoordinateworkwhileensuring

compliance,insights,andengagementthroughacentralizedmodel.

Establishanagileecosystem.

Useacombinationofservicemodelsandleverageyourecosystemof

in-house,outsourced,andcloud

partnerstodeliverkeyservicestocustomerswhileminimizingrisk.

CIOPerspectives:TheRoleofITinBusinessContinuity|11

CIOPerspectives:TheRoleofITinBusinessContinuity|12

DiscoveringthePowerofAgility,Collaboration,andEmployee

Engagement

SheriRhodes,ChiefInformationOfficer,Workday

WorkdayCIOSheriRhodesreflectsonayearthatwaschallengingbutnotwithoutsilverlinings,includingagreaterunderstandingofhowtoadapttorapidandunexpectedchange.

T

heyear2020presentedleaderswithmanysurprises—lotsofchallenges,andopportunities—forcingthem

tothinkdifferentlyandevolvetheirrolesandorganizations.WhetheritwassupportingemployeesthroughtheshifttoremoteworkduetoCOVID-19,ensuringseamlessbusinesscontinuity,communicatingauthentically,maintaining

employeeengagement,oroperatingwithagility,itwasahardyear,butnotwithoutsilverlinings.

BeingpartoftheteamtohelpleadWorkdaythrough2020hastaughtmesomuchbothpersonallyandprofessionally,andasIreflectonwhatI’velearned,therearekeylessonsworthsharingthatI’llcarryintothisyear.

RisingtoChange

Embracingagilityandinnovationiscriticalintoday’s

ever-changingworld.OurWorkdayproductsbecame

evenmorecriticalascompaniesacrosstheglobeneededinnovativewaystosupporttheiremployeesandeffectivelyoperatetheirbusinessesfromtheirlivingrooms,kitchens,andbedrooms.IhavethepleasureofleadingourWorkdayonWorkdayteam,whichistheteamthatdrivestheuseofourownproductsforWorkdayemployees.Iknowfirsthandhowmuchwereliedonourownproductsinternallythroughahistoricyear.

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Ihaveanevendeeperappreciationforbeingataforward-thinking

companythatvalues

agilityandcontinuestoinvestwhereitmattersmostforourcustomers.

Forthefirsttimeever,weclosed

ourquartervirtuallyusingWorkday

FinancialManagementandconstantlyleveragedtheiterativefinance

modelingofWorkdayAdaptive

Planning.WeutilizedWorkdayPeopleExperiencetokeepouremployees

informedaboutCOVID-19.Throughouttheyear,wekeptsecurityatthe

forefrontofallthatwedo,helping

ensureouremployees,andthoseofourcustomers,couldcontinuetodotheirjobssecurelyinremoteenvironments.

Onceitwasclearwecouldensure

productivityforemployees,wefocusedondrivingkeycross-functional

initiatives.Insomeways,given

restrictionssuchasnotravel,leadersacrossWorkday(andacrossthe

industry)weremoreaccessible,

makingiteasiertocollaborateanddriveimmediateprogress.

Wealsousedtheriseinexternal

collaborationtocrowdsourcebest

practicesandshareknowledgeon

howcompanieswereworkingthroughtheirresponse.

LastyeargavemeagreatopportunitytoconnectwithotherCIOsto

understandhowtheyactivated

anditeratedtheirplans,andwhich

investmentscontinuetotakepriority(includingthosespecifictothe

pandemic,suchascontacttracing).

Theflowofinformationhasbeen

endless—I’veneverseencollaborationonsuchafrequentandrecurringbasis.Whenwetalkaboutnewnorms,I

wouldlovetoseethiscontinue.

CIOPerspectives:TheRoleofITinBusinessContinuity|13

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CIOPerspectives:TheRoleofITinBusinessContinuity|14

v

Yourtechnologyisonlyasagileasyourpeople.Cultureisasimportantasanypieceoftechnologyor

productyoubuild.Infact,ourlatestOrganizationalAgility

researchfoundthatcultureisthebiggest

barriertomosttransformation

efforts.Trainingiscriticaltoensureeveryoneisuptodatewiththeskillsetstheyneedinordertokeepupwiththespeedofchange.Changewillfailwithoutcommunication

amongteams,andwithendusersandcustomers.

Keepstrengtheningrelationships.Collaborationiscriticalforthenextchallengewemayface.CIOsneedtocontinuestrengtheningrelationshipsandaligningonstrategiesthatwill

buildopportunitiesagainstthe

backdropofapost-crisisworld.Mybestadvicewouldbetothinklikeageneralmanager(acrosscustomers,employees,andshareholders),

understandthebusinesscontext,bereadytoofferoptions(strivingforgoo