July 20178 Every organisation and their constituents have awoken to the potential of how digital technology can transform the entire landscape. As a result, responsibilities of a CIO have grown rapidly in the past few years. Some CIOs have been also tasked as the Chief Data Officer, Chief Digital Officer, and in my case, as the Chief Information Security Officer. Roles aside, every CIO needs to deliver on an ever increasing range of tangents to be successful in the digital era.An Agile CultureAgile has taken the world by storm: many organisations are actively adopting agile development frameworks such as Scaled Agile Framework (SAFe), Kanban, or Large Scale Scrum (LeSS). As important as the framework itself, I would argue that it is equally (if not more) important for the CIO to be the primary changing agent in implementing a Continuous Improvement culture. This requires all teams to work together, to question existing processes and tools, identify possible improvements, and make them better for clients. Existing organisational structure and funding models sometime results in hard fragmentation along functional lines and makes it difficult for teams to align to common goals. The CIO is best positioned to create a permissive culture that rewards cultural change towards continuous improvement. The Department of Employment has been working through this change since 2016 when agile frameworks were initially trialed in some development teams, and are about to be adopted in larger scale as release trains. There is always a challenge in transforming while delivering government commitments with tight deadlines, so we encourage teams to experiment - test and adopt agile practices that are suitable to them. Not every team, or the approach to work on every system, can change at the same rate ­ but every team might be able to adopt particular Being a Digitally-Enabled CIOBY STEPHEN MOORE, CIO & CISO, AUSTRALIAN GOVERNMENT DEPARTMENT OF EMPLOYMENTIN MY VIEWStephen Moore
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