{"id":12061,"date":"2021-09-22T09:23:21","date_gmt":"2021-09-22T09:23:21","guid":{"rendered":"https:\/\/acora.local\/?p=12061"},"modified":"2024-05-24T14:52:22","modified_gmt":"2024-05-24T14:52:22","slug":"the-cio-dilemma-experience-counts","status":"publish","type":"post","link":"https:\/\/acora.s.nomatter.dev\/nl\/news\/archive\/the-cio-dilemma-experience-counts\/","title":{"rendered":"The CIO Dilemma: Experience Counts"},"content":{"rendered":"\n

We\u2019re all familiar with The CIO Dilemma: ensuing zero IT problems day-to-day, while delivering the transformational change the business\u2019s digital ambitions demand – simultaneously, with the same resources.<\/p>\n\n\n\n

The CIO Dilemma has been with us for at least a decade, but we seem no nearer to finding a solution. The understandable temptation is to keep things as simple as possible. Uncovering a problem may mean reprioritising an already stacked roster of projects. If no one\u2019s actually telling us there\u2019s anything wrong, logic says, we can safely assume everything\u2019s OK?<\/p>\n\n\n\n

Perhaps this helps explain a rather staggering statistic revealed in the survey we conducted for our 2021 CIO Report<\/a>. Almost a third (30%) of respondents told us they make no effort to measure their employees\u2019 experience.<\/p>\n\n\n\n

Ignorance may be bliss in some aspects of life, but for a CIO, not being aware of, or understanding the user experience is a crucial knowledge gap. And far from minimising or helping to resolve The CIO Dilemma, it could actually be contributing to it.<\/p>\n\n\n\n

People may be having problems, but choosing just to reboot rather than bother the helpdesk. They might not be using or finding ways round expensive new applications, preferring \u2018the old system\u2019 they\u2019d got used to. Some may not even realise there\u2019s a problem. They could assume \u2018that\u2019s just how it is\u2019 or, worse, conclude \u2018it must be me\u2019.<\/p>\n\n\n\n

Over time, these seemingly minor technical niggles can become major sources of stress, frustration, annoyance and despondency. The productivity and wellbeing of individuals and teams start to suffer, with knock-on effects on customer service and satisfaction. And, ultimately, revenue and the bottom line. Suddenly an IT problem is having business-wide impacts and The CIO Dilemma is front-and-centre again.<\/p>\n\n\n\n

<\/span>So how do we find out what users think and feel about IT? <\/span><\/h2>\n\n\n\n

Our CIO Survey<\/a> reveals two main approaches and suggests many businesses use both. The first is an industry methodology like CSAT or NPS, or an ITSM tool. This is a lot better than nothing, of course, but essentially it just asks, \u2018how well did we fix the specific IT problem you reported?\u2019 Being reactive, retrospective and technology-focused, it\u2019s unlikely to offer insights into the wider user experience.<\/em><\/p>\n\n\n\n

The second is an annual survey. This can be more comprehensive and detailed, but risk users being overwhelmed by its scale and scope, leading to poor response rates and patchy results.<\/p>\n\n\n\n

In my view, the key lies in recognising that the user experience is dynamic, not static. Canvassing people\u2019s options should not, therefore, be a single event in response to a specific trigger issue, or as an annual exercise. As CIOs, we need to be asking more frequent, precisely targeted strategic questions and capture people\u2019s experiences over time. And in examining their technical concerns, we can explore wellbeing factors, too. How are you getting on with this new application? What seems to be the problem? Anything we can help with?<\/p>\n\n\n\n

In this user-centric approach, we\u2019re looking left and right, not just at the specific IT issue in front of us. Asking people what they think and feel, then being seen to do something about it helps them feel personally engaged with IT. As a result, suddenly, they\u2019re part of the solution, not the cause of the problem.<\/p>\n\n\n\n

<\/span>ROI<\/span><\/h2>\n\n\n\n

Anecdotally, many businesses don\u2019t measure ROI in terms of how it\u2019s improved the user experience. But as CIOs, it can give us powerful new metrics to add to our business cases. It allows us to spot trends and measure how well projects and solutions are landing. From historical adoption and satisfaction rates, we can start to build predictive data for future projects. Showing what worked well last time informs our rollout this time. Also, we’d have evidence to support investment in specific locations, devices, applications, infrastructure and training that will deliver enhanced business processes, while also (we hope) minimising everyday IT issues.  <\/p>\n\n\n\n

<\/span>What’s next?<\/span><\/h2>\n\n\n\n

It\u2019s not a complete solution to The CIO Dilemma. That, too, is dynamic, and will probably always be with us. However, what\u2019s certain is that a good user experience leads to a good customer experience. And in the end, that\u2019s what really counts.<\/p>\n\n\n\n

If you\u2019d like to find out more about what we\u2019re doing and how it could help your organisation, please get in touch here<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

We\u2019re all familiar with The CIO Dilemma: ensuing zero IT problems day-to-day, while delivering the transformational change the business\u2019s digital ambitions demand – simultaneously, with the same resources. 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