Contents
A technological acceleration that is changing the rules of the game
The first disruptive factor is undeniable: the pace of technological change has suddenly accelerated.
As recently as twenty years ago, it sometimes took a decade for an innovation to become widely adopted. Cloud computing, for example, took nearly ten years to gain widespread acceptance in Europe. Today, that cycle has been reduced to just a few months. Generative AI—which has gone from research to rapid mainstream adoption in less than three years—is the most striking example of this.
This acceleration requires IT teams to radically change their approach. Historically the guardians of stability, they must now:
- quickly adopt new technologies,
- support business innovation,
- while maintaining a high level of security and reliability.
A balance that is becoming increasingly difficult to maintain in an organizational model designed for a slower, more predictable world.
White Paper: The Digitally Optimized Company
Inspired by the practices of digital-native companies, yet designed to adapt to the unique characteristics of established organizations, this model aims to reposition IT as a true driver of value rather than merely a support function.
The steps for transforming from the current traditional IT department model to the Digitally Optimized Company (DOC) are outlined in the chapters of this white paper.
- Establish and Share a Vision for Transformation
- Rethinking the Management Strategy
- Define the Organizational Architecture
- Leading Transformation: From Vision to Execution
Widespread dissatisfaction between IT and business units
This tension results in a persistent divide between the IT department and the rest of the company.
Business Units
When it comes to business departments, IT is still widely viewed as a support function—or even as an obstacle:
- budgets considered high relative to perceived value,
- implementation timelines that are too long,
- solutions that are sometimes out of touch with actual needs.
On the IT side
- an operational complexity that is widely underestimated,
- vague or changing business requirements,
- constant pressure to “do more, faster, with less.”
This mutual lack of understanding between the IT department and business units fuels a vicious cycle: the IT department is confined to the role of a cost center, while business units seek alternative solutions, often outside established frameworks.
Shadow IT, low-code, and citizen development: symptoms, not causes
The rise of low-code/no-code and citizen development is often portrayed as a revolution. In reality, it’s mainly a faint signal that has grown very strong: business units are no longer willing to wait.
Today, a growing proportion of applications are developed outside the IT department, sometimes without clear governance, a big-picture view, or a consistent security framework. This phenomenon, often referred to as “shadow IT,” is not a problem in and of itself. It is the direct result of an IT model that has become too slow and too centralized.
Trying to fight it head-on is futile. The real challenge is to support it, give it structure, and integrate it into a redesigned organization capable of balancing local autonomy with overall coherence.
Why Are Traditional CIO Models No Longer Sufficient?
Faced with these challenges, many companies have turned to existing standards and frameworks for solutions: ITIL, SAFe, TOGAF, COBIT, agile methods…
These approaches have undeniably led to improvements in specific areas: greater standardization, clearer processes, and increased maturity.
But they share a common limitation: they optimize what already exists without challenging the underlying organizational model.
However, the problem is no longer merely methodological. It is structural. Today, the IT department is responsible for too many diverse tasks:
- infrastructure,
- cybersecurity,
- data and AI,
- innovation,
- user support,
- business applications.
This accumulation creates unmanageable complexity and prevents IT from focusing on what truly creates value for the company.
Tech for Business
Learn about our expertise and experience in helping organizations address their IT challenges.
When Companies Dare to Break the Rules
Some organizations have taken radical steps. Fermob, TotalEnergies, Carrefour, and Decathlon have fundamentally rethought their IT structures, in some cases even calling into question the very existence of a centralized IT department.
What do they have in common? A strong conviction: digital technology should no longer be viewed as a separate entity, but rather as a cross-functional tool that supports the business.
Companies founded in the digital age—digital natives—already operate this way. They do not have a CIO in the traditional sense. Technology is natively integrated into business teams, as close as possible to the source of value creation.
However, it would be a mistake for established companies to simply copy this model as is. They need to develop a hybrid approach tailored to their culture, history, and complexity.
The Digitally Optimized Company: A New Framework
It is in this context that the Digitally Optimized Company (DOC) model has emerged.
The DOC does not seek to eliminate IT or dilute its role. On the contrary, it aims to reposition technology as a strategic asset, based on four key principles:
- A flexible, collaboratively developed model aligned with the company’s vision and priorities.
- A refocus on high-value digital activities— those that directly contribute to the value chain and to differentiation.
- Clarifying roles and responsibilities to overcome organizational opacity.
- Greater agility and responsiveness by aligning technology decisions with business needs.
Rethinking IT to Prepare for the Future
Becoming a digitally optimized company isn’t just about following a trend. It’s about choosing an organization that is more transparent, more agile, and more value-driven—one capable of sustainably integrating digital technology into the core of its strategy.
Tech for Business
Learn about our expertise and experience in helping organizations address their IT challenges.
Frequently Asked Questions
What are the main limitations of the traditional CIO model today?
What is a Digitally Optimized Company (DOC)?
The Digitally Optimized Company is an organizational approach that reposition IT as a strategic driver of value, not just a support function.
Inspired by the practices of “digital natives,” it aims to bridge the gap between technology and business, clarify roles, and accelerate the agility and responsiveness of technology-related decisions.
This model is designed to adapt to the constraints of established organizations while leveraging digital best practices.
How can a company evolve toward a more effective and value-driven IT department?
- Rethink the organization by aligning technology priorities with business objectives.
- Delegate and organize digital business initiatives to reduce dependencies and accelerate delivery cycles.
- Clarify responsibilities and decision-making processes between IT and business units.
- Integrate innovation (cloud, AI, data) across the organization rather than within an isolated scope.
A Gradual Transformation Toward a DOC that helps reconcile local autonomy with overall consistency
White Paper – Becoming a Digitally Optimized Company
Published by our teams at Tech for Business, this white paper proposes a new organizational approach: the Digitally Optimized Company (DOC) model. Inspired by the practices of digital companies
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