Taming the Digital Dragon
The 2014 CIO Agenda
Steve High
Ed Barrows
steve.high@gartner.com
ed.barrows@gartner.com
@StephenKHigh
817-203-2410
210-317-7123
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Leading in a Digital World …
So What's Changed?
#GartnerSYM
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Leading in a Digital World
• Digital growth. It's no longer enough for IT
to improve operational efficiency; instead, technology
is now expected to fuel a new wave of business growth and
mission effectiveness.
• Innovation and leadership. CIOs must develop
multilevel and multilateral teams to engage with the
business, systemically driving innovation in the front-office.
• Operational and organizational excellence.
Now more than ever before, CIOs need a strong foundation
in back-office IT. What's needed is the kind
of operational and organizational excellence that supports
long-term enterprise innovation and growth.
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
Digital Industrial Economy
Where ignorance is the enemy
and economic uncertainty
is an opportunity…
not an excuse.
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
We Are Entering a 3rd Era of Enterprise IT
We are here
IT Craftsmanship
IT Industrialization
Digitalization
Technology
Processes
Business Models
Capabilities
Programming, system
management
IT management, service
management
Digital leadership
Engagement
Isolated, disengaged
internally and externally
Treat colleagues as
customers, unengaged with
external customers
Treat colleagues as partners,
engage external customers
Sporadic automation and
innovation, frequent issues
Services & solutions,
efficiency & effectiveness
Digital business innovation,
new types of value
Focus
Outputs &
Outcomes
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
6
Time Travel… to the Year 2020
• 2020
- Cloud, Social, Information and Mobile
- Information is the oil of the 21st century;
• Analytics is the combustion engine.
- 4.4 million IT jobs will be created globally to
support big data
- Cloud should be your first approach to computing
- Design your business around mobile
- Incorporate Social software throughout enterprise
- Every budget is an IT budget
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
Time Travel… to the Year 2020
• 2020
- Architectures of the last 20 years: obsolete
- ½ of all non-PC devices used in business will be
purchased by employees
- Cloud security will triple
- CMO will have a bigger IT budget than IT
- Every business leader is a digital leader
- Every person is becoming an IT company
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
airBnB
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
We Need a Three-Part Response to Tame
the Digital Dragon
Digitalization
IT Industrialization
• Clear digital roles
• Savvy digital executives
• Digital vision & digital legacy
Create
powerful
digital
leadership.
•
•
•
•
Renovate
the core of
IT.
•
•
•
•
Agile development
Multidisciplinary teams
Innovative partnerships
New risk/speed trade-offs
Build bimodal
capability.
Cloud/Web-scale infrastructure
Information
Talent
Sourcing
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
7
Break out Group # 1
• How would you characterize the digital savvy of your
CEO / Board / Executive Team?
• Have there been discussions at the Executive level
about the nature of digital opportunities and challenges,
and the overall digital leadership?
• What steps can the IT Leadership team take to educate
other executives about these digital opportunities and
challenges?
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
13
The Chief Digital Officer Role Is on the
Rise
"If the CEO asks 'Who is in charge of digital?' and gets multiple responses, then there is no digital leadership."
Baron Concors, CIO of Yum Restaurants International, former CIO and CDO of Pizza Hut
Industry
%CDOs
21%
Media
13%
Communications
11%
Services
10%
Banking
9%
Insurance
9%
Retail
5%
Healthcare Providers
5%
Government
5%
Manufacturing & Natural Resources
3%
Wholesale Trade
3%
Education
4%
Transportation
1%
Utilities
No. Am.:
5%
EMEA: Lat. Am.: Asia/Pac:
6%
7%
11%
Gartner predicts a tripling of the CDO role by 2015.
"For the CIO,
there is a
strong
opportunity,
and also a
responsibility,
to be part of
this new digital
game.
However the
organizational
model plays
out, there will
be a strong
push for the
digital future."
Gianni Leone,
CIO and CDO,
Miroglio Group
Mythbuster: The CDO role is not limited to media or information-intensive
industries.
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
9
The Scope of the CDO's Role Is
Broadening, Too
CDO's Team
CDO
9%
23%
15%
27%
26%
CDO is sole
advisor
Small team of
analysts
Resources to
pilot
Substantial
devt.
Develop and
run
CDO's Background
Bus. strategy
15%
IT
19%
Marketing
20%
Combination
36%
Other
7%
Don't know
3%
CDO's Reporting Line
CEO CMO CIO Other
42%
22%
16%
CDO
CDO-CIO Integration
Neutral/
Unclear
CDO
20%
Clear
65%
35%
"I have to play
Dr. Jekyll and
Mr. Hyde as I
move between
the two roles,
making sure I
apply the
correct set of
rules
depending on
the hat I'm
wearing —
traditional IT
versus leading
digital transformation."
Gianni Leone,
CIO and CDO,
Miroglio Group
Mythbuster: The CDO is not, in general, a lone advisor. Most CDOs have
a team.
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
10
Build Enterprise Digital Savvy From
the C-Suite Down
"[Our©leadership]
have set it as a goal and objective for everyone in the company to become digitally enabled."
2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Bill Ruh, vice president of Global Software Center, GE
13
Digital Industrial Economy
• Business Processes
• Business Model Changes
• Business Moments
LEADING IN A DIGITAL WORLD
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
DIGITAL GROWTH
INNOVATION
ORGANIZATIONAL EXCELLENCE
Is Your Organization Selling Experiences,
or Is It Still Thinking in Terms of Products?
The Experience Economy
Commodity
1¢ to 2¢ a cup
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Goods
5¢ to 25¢ a cup
Experience
$2 to $5 a cup
1.Smart Phone
detects sudden
deceleration.
6. Estimates for repairs sent
to smart phone from
different companies.
Negotiations ensue to get
best price and delivery.
8. Smart phone notifies
next of kin via text
messages and
Facebook.
2. Smart phone
interrogates passenger
clothing for vital signs.
7. Meanwhile, smartphone
interrogates nearby video
cameras to collect digital
evidence of the car crash
as it occurred.
9. Smart phone sends
information portfolio to
law firms for
assessment.
3. Smart phone sends
information to medical
emergency first
responders and opens up
communications lines for
survivors..
4. Smart phone
interrogates vehicle
systems for damage
report.
5. Damage report sent to
fire, police, towing, and
insurance companies.
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Mobile, Social, Cloud… in a matter of weeks
The Experience Economy
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
Break out Group # 2
• Many IT organizations do some form of Bimodal
IT today. How have you been successful with a
fast mode, and how can you build on that to
become more agile and more innovative?
• How have you created more time and space to
Grow / Transform projects while minimizing
effort spent on Run projects?
• Are there projects or initiatives that today seem--stuck? Would they benefit from a different way
of thinking about teamwork, culture, risk and
delivery?
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