CIO Straight Talk - Issue 9 - Cover2
Issue 9 of
CIO Straight Talk
Ever since the dawn of computing, we as a society have become progressively
comfortable with the growing role of machines - from enabling decisions to making
decisions to taking actions on their own. It is evident today that smart machines can
greatly augment human capabilities and thereby help us live better lives, be it driverless
cars or systems that help doctors diagnose medical problems.
In the business world, such technology-automation enhanced with artificial intelligence,
what we call autonomics-is bringing transformational disruption to enterprises in nearly
every industry. But it is also helping organizations make better business decisions,
improve efficiencies, and scale up more quickly. While many companies have turned
to autonomics as a means simply to reduce costs, others are going a step further and
reinvesting the cost savings in technologies and new classes of products that create a
distinct competitive advantage.
In fact, HCL's Autonomics and Orchestration platform, called DRYiCE, is a crucial
element of our Mode 1-2-3 strategy, which enables our clients to rewire their businesses
with a concurrent 3-point focus on improving the existing core business, expanding
into growth areas, and future-proofing their enterprise by laying the groundwork for
future reinvention. Moreover, with the world moving towards a DIY "gig economy" at
a consumer level and XaaS at an enterprise level, the strategy lends itself to a future
which will evolve around service and experience orchestration.
For the CIO, autonomics-enabled machines represent a newfound partner in the effort
to create business value through technology. But how does a CIO manage this new type
of relationship? What are some tasks in which autonomics can deliver immediate gains?
The CIO Straight Talk editorial team went straight to the experts-CIOs themselves-
for answers. And I think you'll find their observations in this issue's cover article both
interesting and useful, offering ways to reimagine your business in the digital age. Their
advice also affirms the continuing need for IT leaders to constantly "learn-unlearnrelearn" new technologies, new ways of doing things, new ways to describe business
impact, and new definitions of value. Only through this continuous process can we
remain relevant, as individuals, and collectively, as businesses.
President & CEO