Topics In Demand
Notification
New

No notification found.

DIGITAL ENTERPRISE TRANSFORMATION, INDIA PARADIGM: ENGAGEMENT INITIATIVES AND KEY DIGITAL CXO ROLES
DIGITAL ENTERPRISE TRANSFORMATION, INDIA PARADIGM: ENGAGEMENT INITIATIVES AND KEY DIGITAL CXO ROLES

268

0

 

This is the ninth of the multi-part blog series titled ‘DIGITAL ENTERPRISE TRANSFORMATION, INDIA PARADIGM’ and encompasses the theme of Digital Talent in India from the perspective of significant digital talent engagement measures Indian enterprises adopt and key digital CXO roles enterprises plan to hire. For the purpose of the Digital Enterprise Survey and the resulting report, digital talent implies skills, skill sets, roles, and profiles required for executing digital transformation projects, including mainstream and emerging technology skills, as well as skills in design thinking and emerging tech development methods (DevOps, DevSecOps, Low Code-No Code).

My previous blogs concentrated on the various aspects of DIGITAL TALENT HIRING as well as DIGITAL TALENT STRATEGY – BARRIERS & TALENT ATTRACTION/ RETENTION MEASURES in India and set the context for my present and forthcoming blogs focused on outlining the key findings on digital enterprise transformation from the standpoint of Indian end-user enterprises. These insights have been culled out from the NASSCOM-Avasant “Digital Enterprise Survey” conducted in May’2022. Based on the survey results, NASSCOM and Avasant constructed the “The Digital Enterprise Maturity Index,” which constitutes a key ingredient of the “DIGITAL ENTERPRISE MATURITY 3.0: Boosting Business Resilience through Technology” Report published in July 2022.

KEY INSIGHTS ON DIGITAL TALENT ENGAGEMENT METRICS AND DIGITAL CXO ROLES ENTERPRISES PLAN TO HIRE:

1. With the advent of Covid, not just customers but employees are kings too and need to be at the heart organizational strategy/business decisions. Global as well as Indian organizations track the below-mentioned employee engagement metrics to ensure optimal employee experience (EX) and attract and retain top digital talent.

abcd

2. On the road ahead, as we navigate through a state of permacrisis extending beyond the pandemic, war, climate change, inflation, and unemployment, Indian enterprises are clearly focusing on climbing up the ladder of digital transformation maturity by carving out and hiring for distinct C-Suite roles pertaining to Digital Trust, Diversity, and Innovation to drive these charters. Digital Trust which forms the bedrock of strategic digital transformation initiatives and upholds the integrity of business relationships between providers and consumers within a connected digital ecosystem, is a key driving force in customer decisions and enterprise resilience and hence, a key focus area for Indian enterprises.

abcd

Appended below is a brief explanation of the CXO roles mentioned above:

  • Chief Data Officer: responsible for developing enterprise-wide data strategy, defining the data governance policy, and identifying new areas of data analytics implementation within the organization
  • Chief Digital (Transformation) Officer: responsible for defining the digital strategy and overseeing digital projects at an organizational level
  • Chief Trust Officer: responsible for ensuring trust, transparency, data privacy, ethics, and ESG compliance within the organization. It includes Chief Information Security Officers (CISOs) who administer strategic, operational, and budgetary aspects of data management and protection, as well as similar C-suite roles entailing emerging digital trust responsibilities
  • Chief Diversity Officer: responsible for diversity, inclusion, and equity initiatives for building an inclusive organization
  • Chief Innovation Officer: responsible for leading technology and business process transformation, developing innovation strategy and roadmap, and managing change in the organization
  • Chief Sustainability Officer: responsible for determining the organization’s current environmental impact and devising strategies for building sustainable processes

In my upcoming blogs, we will assess key trends focusing on hybrid work models, and different dimensions of digital maturity with respect to Indian end-user enterprises. 

For more information on Digital Transformation and Digital Enterprise Maturity, please refer to the report downloadable at the following links: 

NASSCOM Website: https://nasscom.in/knowledge-center/publications/digital-enterprise-maturity-30-boosting-business-resilience-through

NASSCOM Community:https://community.nasscom.in/communities/digital-transformation/digital-enterprise-maturity-30-boosting-business-resilience

Previous versions of the report can be downloaded from the following links: 

A NEW ORDER OUT OF CHAOS-BUILDING A FUTURE READY ORGANISATION - https://community.nasscom.in/communities/digital-transformation/new-order-out-chaos-building-future-ready-organisation

REIMAGINING INDIAN ENTERPRISES' TECH LANDSCAPE IN A DIGITAL-FIRST WORLD – A NEW ORDER OUT OF CHAOS- https://community.nasscom.in/communities/digital-transformation/reimagining-indian-enterprises-tech-landscape-digital-first 

DEFINING THE DIGITAL ENTERPRISE - MAR 2020 -https://community.nasscom.in/communities/digital-transformation/defining-the-digital-enterprise-mar-2020.html 

           Sources:

1. DIGITAL ENTERPRISE MATURITY 3.0 - Boosting Business Resilience Through Technology


That the contents of third-party articles/blogs published here on the website, and the interpretation of all information in the article/blogs such as data, maps, numbers, opinions etc. displayed in the article/blogs and views or the opinions expressed within the content are solely of the author's; and do not reflect the opinions and beliefs of NASSCOM or its affiliates in any manner. NASSCOM does not take any liability w.r.t. content in any manner and will not be liable in any manner whatsoever for any kind of liability arising out of any act, error or omission. The contents of third-party article/blogs published, are provided solely as convenience; and the presence of these articles/blogs should not, under any circumstances, be considered as an endorsement of the contents by NASSCOM in any manner; and if you chose to access these articles/blogs , you do so at your own risk.


images
Prerna Buckshee
Manager - Research

© Copyright nasscom. All Rights Reserved.