The Chief Digital Officer’s (CDO) or the Chief Technology Officer’s (CTO) office would, more often than not, be tasked with the implementation of various digital initiatives (digitization of existing processes, new products, new processes of customer / partner interaction in context to the customer / partner life cycle).
The sheer disruption in scope and scale, transgression of organizational boundaries, and the involvement of various functions calls for the absolute imperative of Digital Governance. In many digital transformations, Digital Governance is an afterthought; sometimes less than a thought. Some of the areas that a Digital Governance program should encompass are:
- A digital governance board: An overall CX-level board that oversees all these governance tracks, resolves ambiguities and conflicts, tracks achievements and ROI against the quantitative and qualitative benefits and investments visualized, and has overall responsibility for the digital transformation
A CDO’s office for Digital Transformation or an empowered CTO’s office are but precursors to Digital Governance, the necessity of digital governance, however, cannot be overstated.