Gartner - 2013 CIO Agenda Report

4 Executive summary

6 IT’s aspirations require addressing current realities

18 CIOs need a new agenda for digital business and beyond

28 CIOs must hunt and harvest

36 IT must set aside old rules and adopt new tools

46 The 2013 CIO Agenda

58 Appendix: Additional data, demographics

61 Further reading

January 2013

Hunting and Harvesting in a Digital World: The 2013 CIO Agenda

January 2013

Gartner Executive Programs

Hunting and H

arvesting in a Digital W

orld: The 2013 CIO

Agenda

Gartner Executive Programs

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1Hunting and Harvesting in a Digital World: The 2013 CIO Agenda

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AbOuT GArTnEr ExECuTIvE PrOGrAMS

2 Gartner Executive Programs

CIOs face a complex future, caught between current IT

operations and digital opportunities. On average, CIOs report

that their enterprises realize only 43% of technology’s

business potential. That number must improve if companies

are to realize value from IT in a digital world. The CIO agenda

for 2013 involves adopting new approaches to hunting for

innovations and opportunities that deliver digital value, while

harvesting increased business performance from products,

services and operations.

FOrEWOrD


The 2013 CIO Agenda addresses the question, What are the opportunities and challenges facing CIOs in an increasingly digital world, and how are they addressing them?

As an agenda, this report concentrates on discussing the results of this year’s CIO survey and the actions of leaders in the face of ongoing operations and emerging digital challenges. It raises more questions than it answers but in the process seeks to help CIOs evaluate their agendas for the coming year. The questions and answers establish the research agenda for 2013 and inform the direction of the Executive Programs reports outlined in the final section of this report.

“Hunting and Harvesting in a Digital World: The 2013 CIO Agenda” was written by Mark McDonald (group vice president and Gartner Fellow) and Dave Aron (vice president and Gartner Fellow).

We would like to thank the many organizations and individuals that generously contributed their insights and experiences to the research, including:

• The2,053CIOswhorespondedtothisyear’ssurvey,representingmorethan$230billioninCIOITbudgets and covering 36 industries in 41 countries.

• Thecontributorstoourinterviewsandcasestudies:TundeCoker,AccessBank(Nigeria);MikeCapone,ADP(U.S.);SaulHernandez,AlphaNaturalResources(U.S.);SabineEveraet,Coca-ColaEurope(France);FredrikKarlsson,DeLaval(Sweden);MikeBracken,GovernmentDigitalService(U.K.);ClaudioLaudeauzer,GrupoFleury(Brazil);JoanMiller,HousesofParliament(U.K.);MichaelHanken,Multiquip(U.S.);MarcFranciosa,Praxair(U.S.);TonyBridgewater,Salmat(Australia);SundiBalu,TelstraInternationalGroup(HongKong);andScottStudham,UniversityofMinnesota(U.S.).

• OtherGartnercolleagues:LisaBeck,LindaCohen,AnnemarieEarley,SueEvans,JolantaGal,DerekGalvin,StevenLachowski,BardPapegaaij,ClaudiaRamosandKevinZhou.

• OthermembersoftheCIO&executiveleadershipresearchgroup:RichardHunter,RaymondLaracuenta,KenMcGee,LeighMcMullen,MarkRaskino,AndrewRowsell-Jones,MichaelSmith,LeeWeldonandColleenYoung.

Mark McDonald Dave Aron


According to CIOs, the enterprise realizes only a fraction of

technology’s potential. realizing the full potential of digital

technology opportunities requires changing IT practices and

tools. To hunt for digital innovations and opportunities, and

consistently harvest value from products, services and

operations, CIOs must set an agenda that leads to new

attitudes, behaviors and roles.

ExECUTIvESUMMARY


IT’s aspirations require addressing current realitiesCIOs report that, on average, their enterprises realize only 43% of technology’s potential. volatility, uncertainty, change and other challenges erode business and IT capabilities, raising the stakes for the business and IT. Though exceptional companies exist, the vast majority of IT organizations need to address fundamental gaps in their performance relating to strategy, funding and skills. Only in this way can IT meet digital business expectations and its own aspirations.

CIOs need a new agenda for digital business and beyondHow technology will support growth and results is a fundamental question for the future. It is no longer sufficient to tend the IT “garden” and declare success. Digital technologies provide a platform to achieve results, but only if CIOs adopt new roles and behaviors to hunt for digital value. CIOs require a new agenda for digital business and beyond — an agenda that secures IT’s future strategic role, funding and skills.

CIOs must hunt and harvestTraditionally, the CIO role concentrated on tending to IT operations. However, the world has changed and IT must adapt by extending its role in the enterprise. Hunting and harvesting entail new attitudes and responsibilities for IT that reflect the realities of digital business. CIOs, therefore, have three tasks today: Tend to the legacy, hunt for new digital business opportunities, and harvest value from business process changes and extended products/services.

IT must set aside old rules and adopt new tools In a world of change, it is concerning that a majority of CIOs, according to the survey, do not see IT’s enterprise role changing over the next three years. IT rules regarding enablement, governance, alignment, organization, metrics, etc. — created more than 20 years ago — addressed automating and integrating business operations for cost reductions and efficiency gains. IT needs new tools if it hopes to hunt for digital innovation and harvest raised business performance from products, services and operations. Without change, CIOs and IT consign themselves to tending a garden of legacy assets and responsibilities.

The 2013 CIO AgendaThe CIO agenda outlines the challenges for 2013 and the actions required for success. CIOs foresee a finite set of tasks that define what they “do new,” undo, redo and choose not to do. These actions, and decisions not to act, reflect the need to establish a new financial, organizational and enterprise rationale for information technology.


1 IT’SASPIRATIONSREqUIREADDRESSINGCURRENTREALITIES

In this year’s survey, CIOs reported that, on average, their enterprises realize only 43% of technology’s potential. Volatility, uncertainty, change and other challenges erode business and IT capabilities, raising the stakes for the business and IT. Though exceptional companies exist, the vast majority of IT organizations need to address fundamental gaps in their performance relating to strategy, funding and skills. Only in this way can IT meet digital business expectations and its own aspirations.

The quiet IT crisisCIOs and IT leaders always knew that doing the right thing required tending to IT by delivering cost-effective quality services. They therefore managed cost, complexity and risk to enable business operations in a world of managed stability. However, the world outside of IT changed: recession replaced growth, volatility replaced stability, dynamic change replaced predetermined plans, and front-office digital technology became more important than back-office operational IT.

These changes created a quiet crisis for IT, revealed in this year’s CIO survey. In a quiet crisis, many feel that something is not quite right, but few know how to lead the change. Demands have increased as the world grows more dynamic and digital. The harder CIOs work tending to current concerns, the less relevant IT becomes, with past core capabilities becoming future core rigidities.

CIOs now know that the future rests not in repeating the past but in extending IT by hunting and harvesting in a digital world. That is what is different in 2013.

Without change, IT faces a continuing quiet crisis as current practices and plans no longer meet future realities and expectations. CIOs have spent the last decade in a world of tight budgets, limited technology innovation, cost cutting, outsourcing and control. but digital technology changes IT’s business and technical context. CIOs faced a similar situation when they set aside concerns regarding theInternettoconcentrateonY2KandIT.Nowtheyneedtoreconsidertheircurrentfocusoncostagainst increased demands for digital technology.


The 2013 CIO Agenda concentrates on recognizing these challenges and developing plans to win in a digital world. Most CIOs cannot simply make the case for greater strategic involvement, funding and skills based on where IT is today. IT must go beyond its current focus on tending to current operations and systems — to adopting new behaviors so that it can hunt for new digital innovations and opportunities, and harvest raised business performance from products, services and operations. CIOs who merely stick to their current job in this quiet crisis are setting themselves up to lose that job in the future.

ITisnotgoingaway;itjustneedstochange—notbecauseitiswrong,butbecausetheworldhaschanged and enterprises are realizing only a fraction of technology’s potential.

As shown in the figure below, the tension between cost and digital technology creates three interlocking issues that CIOs must address over the next three years: strategy, funding and skills.

Strategy Funding

Skills

Three interlocking issues determine IT’s digital future



Realizing a fraction of technology’s potential is no longer enoughCIOs responding to this year’s survey believe their enterprises realize an average of 43% of technology’s potential (see figure below). Given this observation, asking whether IT can support the enterprise going forward is a legitimate question.

The answer is yes, but to fill such a big gap, CIOs cannot merely work harder. Over the last 18 months, digital technologies — including mobile, analytics, big data, social and cloud — have reached a tipping point with business executives. There is no choice but to increase technology’s potential in the enterprise, and this means evolving IT’s strategies, priorities and plans beyond tending to the usual concerns.

Per

cent

age

of

resp

ond

ents

0%

Less than 50% 50% Greater than 50%

51%

21%

25%

10%

20%

30%

40%

50%

60%

Average: 43%

Based on your judgment, how much of technology’s potential would you say your enterprise has realized?


CIOs report that significant challenges have limited their ability to realize more value and meet the demands of digital technologies, which have only amplified these limitations. While there are technological challenges outside of IT, many of the factors holding technology back lie squarely within IT’s backyard:

• SurvivinginanenvironmentoflimitedbudgetincreaseskeepsITfocusedmoreoncurrentoperations and less on being strategically relevant.

• WorkingwithalabormarketthatnolongerdeliverstherequiredstreamofskilledprofessionalslimitsIT’s capacity to take on new challenges and new digital technologies.

• RetaininganinflexibleorganizationalstructuredespitechangingdemandsrestrictsIT’sroleandadaptability.

It is incumbent on CIOs to lead in the face of these factors, rather than muddle through with what they already have. Over the next three years, they cannot repeat a past of “doing more with less” if they expect to create value far into the future. The rest of this section quantifies the factors and defines the requirements for realizing the full potential of IT.

CIOs and their IT organizations are expected to survive in an environment with little if any real budget increases CIO IT budgets — the amount of money CIOs control within their own cost codes — have been flat to negative ever since the dot.com bust of 2002. For 2013, CIO IT budgets are projected to be slightly down,withaweightedglobalaveragedeclineof0.5%comparedto2012actualspending.Twenty-fivepercentoffirmsexpecttocuttheir2013CIOITbudgets;33%offirmsexpectanincreaseover2012actuals, with 42% predicting the same spending as in 2012. Declines in larger CIO IT budgets outweigh increases in smaller budgets, resulting in the overall decline in the global weighted CIO IT budget. On an unweighted basis, CIO budgets were flat. The figure on page 10 shows IT budget trends over the past 10 years — overall, a decade of devaluation in CIO IT spending.

Digital technologies create a new context for the business and IT

At some level, every technology is a digital technology. In this report, digital technologies refer to a specific set of new technologies: those that create value by applying information rather than automating business transactions. Mobile, analytics, big data, social and cloud are the key digital technologies we discuss.

Generating revenue and results through digital technologies defines a digital business, which goes beyond simply substituting digital resources for their physical counterparts — an e-book for a book or an e-store for a brick-and-mortar store. Technology-oriented forms of digitization underplay the innovation and value-creation potential of digital technologies. Our focus, then, is on how digital technologies drive revenue and results rather than replace people and processes.



based on this flow of money, IT cannot expect to secure additional funding without assuming new responsibilities or producing new results. reacting to limited budgets by restructuring costs, outsourcing and doing more with less made sense from 2002 to 2011, when the supply of innovative technologies was scarce. but now CIOs need to make the case that mainstream emerging mobile, analytics, big data, social and cloud technologies justify revisiting IT budget and investment levels.

2003 2004 2005 2006 2007 2008

2009

2010

2011 2012

$1000.0%

$101.20+1.2%

$103.73+2.5%

$106.53

+2.7%

$104.15

+1.0%

$104.67

+0.5%

2013

$104.14

-0.5%

$109.83

+3.1%

$103.12

$104.27

-1.1%

-8.1%

$113.45

+3.3%

Percentages represent the projected average weighted change in the CIO IT budget for the year.

The dollar figure represents the dollar value change in the CIO IT budget between years, using 2003 as the base year.

CIO IT budget changes over the past 10 years


The IT labor market is not delivering enough skilled professionals CIOs have consistently reported a lack of skills as the single biggest factor limiting IT’s success. In 2011, they found IT skill-building techniques such as mentoring inadequate; in 2010, they saw outsourcing or contracting as the most effective way to get needed skills. This year’s survey asked more broadly whether the IT labor market had the ability to supply the required skills.

One in four CIOs believe that the IT labor market is “working,” in the sense that they can get the skills they need. Most of these CIOs lead smaller organizations that use less outsourcing. The remaining CIOs, as shown in the figure below, either see themselves getting the right skills in spite of the IT market (7%), have no opinion on the IT labor market (29%) or see the market as ineffective (18%).

IT labor market is effective

Very

inef

fect

ive/

inef

fect

ive

Very

effe

ctiv

e/ef

fect

ive

My IT organization has the right skills

Strongly disagree/disagree Strongly agree/agree

29%No opinion

20% 26%

18% 7%

The IT labor market “works” for one in four enterprises



Digital technologies will only further challenge a weak IT labor market. Without the ability to readily build new skills internally, CIOs are vulnerable to skill shortages, especially as older IT professionals with expertise in those skills retire. Approaches to getting the right skills in IT require circumventing the limitations of the current labor market. This will be the topic of a 2013 Executive Programs report.

IT organizations are inflexibleConsider how often the business reorganizes, and then consider how often IT reorganizes. Changes in strategy often bring changes in structure, except perhaps in IT, where 68% of CIOs believe that the current IT structure is sufficient to handle changes in strategy. The figure below suggests that CIOs build confidence in their ability to deliver strategic change by changing priorities, thereby making strategic execution an issue of governance rather than structure.

The IT organization will align resources and projects but not change its structure.

The current IT organization can support foreseeable changes or business strategy without organizational change.

The IT organizational structure is independent of changes in business strategy.

A change in business strategy requires changing the IT organization and structure.

The IT organization would change only if there is a significant structural change in the enterprise/business unit/government entity.

22%

6%

11%

21%40%

How sensitive is the IT organization to changes in business strategy or priorities?

CIOs must be able to change IT rather than just change IT priorities. A CIO overly confident in the stability of the IT organization contradicts the changing nature of technology innovation and the business’s requirements of IT. Given the changes on the horizon, CIOs should consider evolving their organizational structure not only to meet the requirements of new digital technologies, but also to adapt to business goals such as cost-effective growth in a globally competitive world.


The importance of extending IT’s performance profileAs we have seen, over the past 10 years, CIOs have led IT in an environment of economic uncertainty, global volatility and financial constraints. Faced with tight budgets, limited resources and scarce skills, most CIOs have had little choice but to tend to their current responsibilities.

but digital technologies, business demands for growth, and a rapidly changing enterprise landscape require CIOs and their IT organizations to extend their performance profile, adopting a broader range of behaviors to meet the challenges. The figure below illustrates three performance profiles identified during analysis of responses to this year’s CIO survey, and the role of IT in each.

Hunting

Time

Per

form

ance

• Working within existing constraints (supporting “step” change)

• Improving current operations and resources

• Generating value through optimization

• Upgrading existing capabilities and systems

• Concentrating on achieving the IT plan at cost and with quality

Tending

Time

Per

form

ance

• Exploiting business capabilities to achieve consistent growth and performance

• Transforming business processes, products, services and operations

• Generating value by actively managing business results

• Creating new operations and sustaining performance levels

• Concentrating on achieving the business plan via changing business performance

Harvesting

Time

Per

form

ance

• Searching for new innovations (the arrows) that expand business opportunities and strategy

• Disrupting markets with new digital innovations and offerings

• Generating value by extending the frontier of performance

• Implementing new digital solutions

• Concentrating on linking across the enterprise and creating new sources of value, results and revenue

Extending IT’s performance profile beyond tending, to hunting and harvesting for digital value



Tending, hunting and harvesting represent an expansion of the roles CIOs and IT organizations will play in the digital world. These expanded roles are not mutually exclusive, and an IT organization should not restrict itself to one role. CIOs should recognize IT’s role in each situation and adapt the organization, skills and resources to respond to the role’s business requirements. We define the roles as follows:

• Tending involves managing IT’s current operational and investment responsibilities within existing boundaries and constraints — where the enterprise needs stability, cost management and quality of service.

• Hunting is used in situations where technology is out in front and involves scouting and finding innovations and opportunities beyond enterprise boundaries. Some hunting projects will fail, but each helps the enterprise learn about digital technology and value. The result is an accelerating rate of performance as new technology and business solutions take the enterprise beyond current operations.

• Harvesting is used throughout the enterprise as IT raises business performance by actively changing business processes, extending products and services, and replicating best practices. unlike tending, harvesting transforms IT, business processes and applications to produce additional results.

Tending, hunting and harvesting complete IT’s business value spectrumrealizing IT’s business value requires creating the right combination of roles, resources and solutions. CIOs already have tools for managing resources and solutions. The run/grow/transform budget framework, for example, provides a resource view of IT’s business value based on classifying investments.AndtheGartnerPace-LayeredApplicationStrategyTM classifies IT solutions into systems of record, differentiation and innovation. Tending, hunting and harvesting complement this view, describing IT’s different roles and responsibilities. Together, these views complete the spectrum for IT delivering business value according to role, budget and solution.

Assuming an exclusive relationship between these views limits how IT creates business value. Savvy CIOs do not equate one view with another. For example, they do not harvest operational value by limiting themselves to “run” investments or to changing systems of record.

How a CIO combines the tending, hunting and harvesting roles will shape the IT organization’s performance profile and strategic relevance. Combining the roles is critical to giving IT, and ultimately the enterprise, greater adaptability and sustainability in turbulent times. Moreover, pursuing this kind of multi-thread strategy diversifies executives’ options, enabling them to readily shift resources and priorities in response to changing conditions, rather than requiring one strategy to stop before another starts. The need for this degree of flexibility will come into focus when a CIO considers the state of business strategies and priorities.

Coca-Cola Europe is an example of an enterprise that excels at all three roles: actively tending, hunting and harvesting value in the digital world.


Case Study

Coca-Cola Europe applies technology to create global enterprise value TheCoca-ColaCompanyisoneoftheworld’slargestbeveragecompanies,with15billion-dollarbrandsthatincludeCoca-Cola,DietCoke,Coca-ColaZero,Fanta,Sprite,vitaminWaterandMinuteMaid. Consumers in 200 countries drink 1.8 billion servings of Coca-Cola brands a day. based in Atlanta,Georgia,USA,thecompanyhad2011revenueof$46.5billionandhas146,200employees.

With multiple offices across Europe, Coca-Cola Europe proactively engages consumers through social media and mobile platforms. Data from these interactions feeds into one database that is analyzed to produce precision digital-marketing campaigns. According to CIO Sabine Everaet, Coca-Cola Europe has mandated that social engagement solutions and digital marketing be fully integrated into a database that is scalable across Europe — to make the company even more relevant to consumers, increase cost-effectiveness and prevent duplication in different markets.

“Once this is scalable in all the countries, we can go beyond Europe,” says Everaet. “Europe is playing a leading role globally for Coca-Cola. Our purpose is to integrate everything we do in a single consumer database, to understand all the types of interactions we have with a single person. That is the core of our project.”

The two key capabilities built on top of the database are proactive consumer call centers — called citizen interaction centers — and precision marketing. To industrialize Coca-Cola Europe’s social media strategy, Everaet recruited people from a marketing agency and then piloted and established the Spanish interaction center. Fourteen university graduates skilled in social media staff the center, engaging consumers through multiple mobile and digital channels.

Interaction center agents troll social media chatter for positive and negative information affecting the business—suchasthebuzzaroundanewcampaignrunningonYouTubeoradebateaboutqualityand ingredients. The agents adhere to company standards while using their own “social listening” tools obtained from the Internet. When they come across negative chatter, within 48 hours they mount a campaign to address the issue, and they make sure it is picked up.

Data is collected at every consumer connection point so that subsequent connections reflect consumers’ preferences and social behavior, enhancing their future experiences. After the interaction center was demonstrated to European and global leadership, they designated this model the leading social engagement platform for Coca-Cola worldwide.



Case Study

Coca-Cola Europe applies technology to create global enterprise value (continued)based on the Spanish interaction center pilot, the company has been able to drive down interaction costs.Fromanaverageof7,500contactsperquarter,costing€9(US$11.87)perinteraction,thiscenterhasgoneto35millionsocialimpressionsperquarter,atacostof€0.004(US$0.005)perimpression.

Precision marketing, the second key capability built on Coca-Cola Europe’s consumer database, is fueled by data analysis and builds brand-relevant content for targeted communities. Everaet describes this marketing as contingent on truly understanding consumer profiles and accurately segmenting them into communities. She notes that, in Europe alone, there could be 10,000 targeted communities. With this level of precision, the company can send consumers relevant content on any device and throughanychannel.Coca-Cola’sFacebookpage,whichhas56million“likes”andmuchcontentthat consumers build themselves, is an area Everaet expects to mine for insight into the behavior and preferences of specific consumers. Plans include the capability to socially augment the consumer data.

The tools Coca-Cola has created are used for both marketing and public affairs. As Everaet explains, “Corporate and brand-related communications are clearly merging. Whether the data comes through a brand communication, the interaction center, gaming, a blog or the Facebook page, we’re analyzing and using it to understand our consumers and promote our brands.”

Based on an interview with, and material from, Sabine Everaet, CIO, Coca-Cola Europe, October 2012. (See an expanded version of this case study on the Executive Programs website.)


The 2013 CIO Agenda rationaleThere are no simple answers to IT’s quiet crisis, nor is there a single action that will address the strategic, funding and skills challenges. These are complex issues that require an understanding of the context facing CIOs and their IT organizations. The next three sections seek to provide this understanding. Then, in the final section, we offer recommendations for your 2013 CIO Agenda.

LookingatthecontextfacingCIOs,thenextsectionreflectsthebusiness,technologyandCIOstrategies and priorities reported in this year’s CIO survey. based on that context, section 3 concentrates on the changed nature of the CIO role and what it means to the CIO to adopt hunting and harvesting behaviors. Section 4 looks at the IT organization and what is needed there to generate resources, skills and changes in IT’s role. The final section suggests how CIOs can best incorporate hunting and harvesting roles into their organizations.

Throughout this report, we present brief case studies in which CIOs share their experiences on these issues. More detailed versions of these cases, and additional case studies on enterprises participating in our research, can be found on the Executive Programs website.


How technology will support growth and results is a fundamental question for the future. It is no longer sufficient to tend the IT “garden” and declare success. Digital technologies provide a platform to achieve results, but only if CIOs adopt new roles and behaviors to hunt for digital value. CIOs require a new agenda for digital business and beyond — an agenda that secures IT’s future strategic role, funding and skills.

2 CIOSNEEDANEWAGENDAFORDIGITALBUSINESSANDBEYOND

Business strategies require new behaviors to achieve enterprise growth, gain customers and expand technologyAccording to this year’s CIO survey, growth strategies dominate business strategic priorities, and for good reason. Even in good economic times, growth is challenging, so current economic, financial and political uncertainty make it particularly vexing. The 2013 business priorities laid out in the figure opposite show that a focus on growth is a focus on a future where executives see a major role for customers and improvements in technology.


Business strategies Ranking of business strategies CIOs selected as one of their top 3 in 2013

Ranking 2013 2012 2011 2010 2009

Increasing enterprise growth 1 1 1 * *

Delivering operational results 2 5 9 * *

Reducing enterprise costs 3 3 3 2 2

Attracting and retaining new customers 4 2 2 5 4

Improving IT applications and infrastructure 5 * * * *

Creating new products or services 6 4 4 6 8

Improving efficiency 7 6 8 * *

Attracting and retaining the workforce 8 8 12 4 3

Implementing analytics and big data 9 * * * *

Improving business processes 10 13 5 1 1

Expanding into new markets and geographies 21 10 11 13 10

*Not an option that year

2013 top 10 global business strategies


As the figure shows, the priorities are important regardless of role, and therefore CIOs need to consider a multirole approach when working on business strategies. In other words, the tending, hunting and harvesting roles carry through to the diverse set of digital technologies that will dominate CIOs’ agendas in 2013.

The diversity and complexity of business priorities calling for growth, customer acquisition and technology adoption translate to IT playing a range of roles. The figure below offers a different view of business priorities, based on the tending, hunting and harvesting profiles presented earlier.


Business strategies Ranking of business strategies CIOs selected as one of their top 3 in 2013

Ranking All CIOs Tending Hunting Harvesting

Increasing enterprise growth 1 1 1 1

Delivering operational results 2 2 5 2

Reducing enterprise costs 3 3 4 3

Attracting and retaining new customers 4 4 3 4

Improving IT applications and infrastructure 5 5 2 5

Creating new products or services 6 6 6 6

Improving efficiency 7 7 7 7

Attracting and retaining the workforce 8 12 15 15

Implementing analytics and big data 9 10 8 8

Improving business processes 10 8 10 10

Implementing enterprise strategy 11 14 9 9

CIOs face the same business strategies regardless of their preference to tend, hunt or harvest


Digital technologies dominate the CIO agenda in 2013Digital technologies — what Gartner refers to as the nexus of Forces — dominate CIO technology priorities for 2013. The top 10 global technology priorities reflect a greater emphasis on externally oriented digital technologies, as opposed to traditional IT/operationally oriented systems (see figure below). CIOs see themselves with a range of digital innovation tools, all of which rely on tending existing platforms in support of hunting for new digital opportunities and harvesting value from products, services and operations.

CIO technologies Ranking of technologies CIOs selected as one of their top 3 priorities in 2013

Ranking 2013 2012 2011 2010 2009

Analytics and business intelligence 1 1 5 5 1

Mobile technologies 2 2 3 6 12

Cloud computing (SaaS, IaaS, PaaS) 3 3 1 2 16

Collaboration technologies (workflow) 4 4 8 11 5

Legacy modernization 5 6 7 15 4

IT management 6 7 4 10 *

Customer relationship management 7 8 18 * *

Virtualization 8 5 2 1 3

Security 9 10 12 9 8

ERP applications 10 9 13 14 2

*Not an option that year

2013 top 10 global technologies


CIOs see these technologies as disrupting business fundamentally over the next 10 years. When asked which digital technologies would be most disruptive, 70% of CIOs cited mobile technologies, followed bybigdata/analytics(58%),socialmedia(54%)andpubliccloud(47%).Thedisruptivenessofeachofthese technologies is real, but CIOs see their greatest disruptive power coming in combination rather than in isolation. For example, the figure below shows the frequency with which CIOs see mobile, big data/analytics and social media technologies working together.


Mobile technologies Big data/analytics Social media

17%Only mobile technologies

18%Both mobile technologies

and big data/analytics

17%Both mobile technologies

and social media

11%Only big data/analytics

8%Both big data/analytics

and social media

8%Only social media

21%All three technologies together

Mobiletechnologies

Big data/analytics

Social media

CIOs see digital technologies creating value in combination rather than in isolation


Digital technologies have the potential to disrupt and transform any industry. Most of us think about the role of digital technologies in terms of information-based businesses, but what business today is not information-based?ThefollowingcasestudyonDeLavalillustrateshowaSwedishcompanyisusingtechnology to digitalize the business by hunting for information opportunities and harvesting value from the emerging digital platform.

Case Study

DeLaval’s more productive and profitable “digital dairy farms”Sweden’sDeLavaloperatesin100countriesandisoneoftheworld’slargestdevelopers,manufacturersand providers of dairy farming solutions, including equipment and complete systems for milk production andanimalhusbandry.WithTetraPakandSidel,DeLavalispartoftheTetraLavalGroup.DeLavalhad2011revenueof€955million(US$1.3billion)andemploys4,415.

Historically, keeping track of cows for milk production, which encompasses their feeding, health and reproduction,wasaprocessthatfarmersinternalized.Today,DeLavalisdigitalizingthedairyfarmindustry with improved process automation, sensor technology and decision tools that help farmers feed, monitor and maintain their animals while managing their farms for productivity and profitability.

AsBusinessManagerFredrikKarlssonexplains,devicesintegratedintotheproductionlinemeasurethe content and amount of milk each cow produces, recording this data into the on-farm system. Feed stations read rFID tags attached to the cows’ ears and dispense the correct amount of feed. At the sametime,thesystemmeasuresifthecowiseatingasitshould;ifnot,analertisissued.Usingthedata and decision tools, a farmer can make adjustments to better manage the variable cost of feed, which of course impacts expenses and profitability.

DeLavalactivitymeterstrackthemovementpatternsofeachcow,whilesensorsinmilk-collectingdevices measure hormones and enzymes to detect fertility and health issues. A “bio model” in the on-farm system analyzes the data to help farmers manage their herds’ reproduction and health more effectively. “We are not only recording raw data, but analyzing it and providing useful and tangible tools forfarmerstoworkwith,”saysKarlsson.

KarlssonaddsthatDeLaval’s“digitaldairyfarm”offersfarmershigheryieldsandlowerlaborhoursper cow/per year. Farmers can remotely monitor all activity from a mobile device and make data and reports accessible to productivity performance consultants such as veterinarians and nutritionists. The on-farm system can also connect with stakeholders such as investors and regulatory agencies.



Case Study

DeLaval’s more productive and profitable “digital dairy farms” (continued)AccordingtoKarlsson,thenextstepinDeLaval’sdevelopmentwouldbetoprovideinvestorsand“multifarmfarmers”withareportingapplicationthatletsthemmonitoraccumulateddataandKPIsacross all of their farms and drill down not only to a single farm but also to a particular cow. both investors and farmers could use such a tool to benchmark an operation’s performance against peers.

“Our work on digitalization helps farmers lower the inputs into dairy farming and increase the yield of eachcow,inananimal-friendlyandsustainablemanner,”saysKarlsson.“We’remakingfarmsofanysize more productive, saving them time and labor and increasing their profitability.”

Based on an interview with, and material from, Fredrik Karlsson, business manager, DeLaval, October 2012. (See an expanded version of this case study on the Executive Programs website.)

CIOs plan to improve IT’s ability to hunt for digital innovation while harvesting business value from current operationsAs CIOs continue to amplify the enterprise with digital technologies while improving IT organizational structure, management and governance, 2013 promises to be a year of dual priorities. The CIO IT strategy rankings in the figure opposite reflect the realities of dual business priorities and confirm the need to expand IT’s ability to hunt for new opportunities and harvest current business value. CIOs recognizethatIT’svaluecontributioncomesfromdeliveringbusinesssolutions;theyalsorecognizethatthe prioritization and delivery of specific results must change.


Theabilitytomakeandkeepmultiplecommitmentsiscriticaltodigitalinnovation;itisequallycriticalforCIOs to deliver on their IT strategies. This requires executing a combined strategy based on tending, hunting and harvesting roles.

How CIOs lead in changing IT’s capabilities, capacities, and prioritization and execution of strategies will determine the future of their organizations. Praxair, a global industrial chemical and supply company, reflects the depth of change required for IT to become a better hunter and harvester.

Case Study

Praxair is creating an IT organization that hunts and harvests at a global levelu.S.-based Praxair is one of the largest industrial gas companies in the Americas. The company produces, sells and distributes atmospheric, process and specialty gases, as well as high-performance surfacecoatings.Praxairhad2011revenueof$11billion,employs26,000worldwideandoperatesin50countries.

CIO IT strategies Ranking of IT strategies CIOs selected as one of their top 3 in 2013

Ranking 2013 2012 2011 2010 2009

Delivering business solutions 1 1 2 1 3

Improving IT management and governance 2 5 4 6 4

Improving the IT organization and workforce 3 10 6 10 8

Reducing the cost of IT 4 2 3 3 2

Consolidating IT operations and resources 5 8 5 9 9

Expanding the use of information and analytics 6 4 7 7 10

Implementing mobility solutions 7 7 18 * *

Implementing business process improvements 8 9 8 4 5

Improving business alignment and relationship 9 6 10 2 1

Developing or managing a flexible infrastructure 10 3 1 8 11

*New response category

2013 top 10 global CIO IT strategies reflect the need for CIOs to tend, hunt and harvest simultaneously


Case Study

Praxair is creating an IT organization that hunts and harvests at a global level (continued)When vice President and CIO Marc Franciosa joined Praxair, the IT organization was highly decentralized. He has restructured IT into business-facing teams that are based by geography and supported by centralized, global delivery engines embracing infrastructure, ErP, collaboration applications, the program office, strategy and security. The teams support both existing and growth markets. In geographies with static or declining growth, they drive productivity by restructuring and addingefficiencies;innewandgrowthmarkets,theyoftenreplicateproductivitybestpracticesbuthaveleeway to be innovative. “We help drive all these initiatives,” explains Franciosa, “but we really want them to be led by the business.”

Praxair’sannualrevenuehasgrownsteadilysince2005—fromabout$7.5billionto$11billion.Precisely how does the IT organizational structure help support this? Franciosa studied the rigor, resources and lessons learned in Praxair’s mature geographies to fully understand the business models and then used them to support high-growth environments.

“replicating solutions is a big part of our success over the last couple of years,” he says. “It’s allowed us to focus resources, concentrate a little less on cost constraints and drive growth in certain geographies.”

Franciosa adds that solutions don’t just happen to be replicable — they’re designed that way. For example, all business cases must have applicability outside their geography of origin. Moreover, to optimize a process and develop best-in-class metrics, the IT teams incorporate lean and value stream principles while working closely with business process owners. Thus, rather than go with a quick, local solution, they vet a project for global applicability. If the benefits could extend beyond the original locale, the solution moves forward and is eventually replicated on a global scale.



As an example of Praxair’s replication thinking, Franciosa cites recent changes in brazil’s medical oxygen regulations, which now include full traceability, lot and batch control, and serialized tracking akin to European regulations.

“We were able to accelerate implementation by using an existing European solution,” he says. “That gave us a huge competitive advantage over our local competitors, who had to meet changing compliance issues by starting from scratch.”

Still, Franciosa’s business-driven IT organization did not come easy. “This was a huge cultural change for us,” he says. before his arrival, IT was organized into geographically dispersed teams that ran everything from strategy and ideation, to the solution-building process, to running and managing the solution. now his business-facing IT teams focus on ideas and business strategy, and they use Praxair’s internal global delivery engines to execute and run a solution’s back-end aspects.

Franciosa staffed many of the business-facing teams with people who had business process roles, or roles that would make it easy to tap into the business population. because the teams center on business processes, priorities and strategy, they are less technical than is the norm in IT.

Taking a different approach to talent sourcing, Franciosa partnered with Hr to build solid talent pipelines. rather than repeat a sourcing strategy in every country, they focused on a couple of key geographies.

“Global teams are a lot easier to staff in one geography than all over the world,” says Franciosa. “We take our talent-sourcing strategy very seriously and discuss it at every leadership meeting. It’s not something that we only do once a year.”

Based on an interview with, and material from, Marc Franciosa, vice president and CIO, Praxair, September 2012. (See an expanded version of this case study on the Executive Programs website.)


3 CIOS MuST HunT AnD HArvEST

Traditionally, the CIO role has concentrated on tending to IT operations. However, the world has changed and IT must adapt by extending its role in the enterprise. Hunting and harvesting entail new attitudes and responsibilities for IT that reflect the realities of digital business. CIOs, therefore, have three tasks today: Tend to the legacy, hunt for new digital business opportunities, and harvest value from business process changes and extended products/services.

From tending the garden to hunting and harvestingThe CIO’s role has traditionally been to nurture IT services and their infrastructure in service of business processes, and then to execute discrete projects aimed at replacing legacy systems or fulfilling new needs identified by the business. The business value created from this paradigm is further automation, integration and standardization. This “tending the back office” approach leaves gaps in two areas:

• Proactivelyidentifyingbusinessopportunitiesbasedonnewdigitalcapabilitiesandrealities(hunting)

• Extendingvaluefromexistinginformationandtechnologyinvestments(harvesting)

Taking on a greater hunting role benefits the business in finding and acting on disruptive digital opportunities and threats early and often, as follows:

• ReimaginingbusinessmodelsbasedontheNexusofForces(i.e.,mobile,bigdata/analytics,socialand cloud)

• Creatingnew“digitaledge”capabilitiesusingdifferentcombinationsofphysicalanddigitalresources

• Identifyingthreatsfromnontraditionalareasbasedondigitalcapabilities(whatAmericancompaniesBordersandKodakfailedtodo)

• Exploitingtrendstoenrichthecustomerexperience,servecustomersbetter,targetnewcustomergroups and enter or create completely new businesses based on digital capabilities


Similarly, the value of harvesting comes from continually tuning existing digital assets, not just for improved IT efficiency and effectiveness, but also to serve the evolving needs of the business and its customers.

Stepping outside the CIO’s traditional comfort zoneAs needs and opportunities evolve, more CIOs find themselves leading in areas outside of traditional IT. In addition to their tending role, they are assuming responsibility for hunting for digital opportunities and harvesting value. Tellingly, 67% of CIOs today have significant leadership responsibilities outside of IT, with only 33% having no other such responsibilities. This situation contrasts sharply with 2008, when almost half of CIOs had no responsibilities outside of IT (see figure below).

CIO tenure with the enterprise is a significant factor in gaining responsibilities outside of IT. The longer the tenure, including time not as a CIO, the more context and connections the CIO has for playing a broader role in the enterprise.

2013* 2008

Chief process officer 30% 30%

Business strategy 27% 17%

Customer service/call center 19% 9%

Chief digital officer 18% N/A

Shared-service options (beyond IT) 19% N/A

Product development 15% 6%

HR 8% 5%

Finance 7% 4%

Other 12% 10%

No other responsibilities 33% 48%

*Based on 497 responses

CIOS have multiple roles outside of IT


Almost a fifth of CIOs now act as their enterprise’s chief digital officer (CDO), leading digital commerce and channels. Though this nascent role varies in scope and style, it normally includes championing the digital vision for the business — that is, ensuring that the business is evolving optimally in the new digital context.

Mike bracken left a CDO-like role at the Guardian newspaper Group to become executive director oftheU.K.’sGovernmentDigitalService,wherehejustspearheadedcreationandpublicationofthegovernment’s digital strategy (see http://publications.cabinetoffice.gov.uk/digital/). His role includes ensuring a holistic, cross-departmental digital strategy and helping accelerate the exploitation of digital trends for the benefit of citizens and the functioning of government.

Case Study

The U.K.’s Government Digital Service goes digital by defaultTheGovernmentDigitalService(GDS)oftheU.K.wasformedwithintheCabinetOfficeinJuly2011andlaunchedinDecemberofthatyearinresponsetoareportbyMarthaLaneFox(appointed“UKDigital Champion” by the government in 2010). Tasked with transforming all government digital services, GDS’s core purpose is to ensure that the government offers world-class digital products that meet people’s needs. As part of this mission, GDS supports a “digital by default” strategy for delivering government services and strives for the same digital experience that users have in their daily interactions with the giants of the Web.

GDS Executive Director Mike bracken is leading the “government as a platform” transformation, whereby citizens and government employees can quickly access government services and help evolve them to meet their needs. bracken characterizes the change as follows:

“Digital services should be based on user needs. They are no longer part of the IT supply chain of public services. Instead, they are the public service for most users. That is the basis for the digital-by-defaultstrategy.Wearenottransferringchannels;wearerecastingtheuseoftechnologyingovernment services to gain the benefits of digitalization. Digital by default means that we are not pursuing a multichannel strategy but creating digital services so good that all people who can use them will choose to use them.”

Aspartofthisstrategy,GDShaslaunchedaunifiedgovernmentplatformcalledGOv.UK(https://www.gov.uk/)thatisopen-source,mobile-friendlyandplatform-agnostic.UsingHTML5,GOv.UKisscalable,hosted in the cloud and open to feedback.

bracken has found that proving the value of this digital strategy requires personal and team leadership. Drawing on his experience as director of digital development at Guardian news and Media, he is an active blogger (see mikebracken.com) and communicator regarding the strategy specifically and digital technologies in general (each GDS project has its own blog, tumblr and/or socialmediaprofile).Concentratingonthetop25governmenttransactionsbyvolume,heandhisteam have created a linked platform of government services based on a citizen perspective rather than the government structure.



“Most people who can use a digital service will choose that service if it is easy to use and can complete the transaction,” bracken says. “This requires supporting the customer’s point of view and choices rather than relying on compliance through government monopoly power.”

Occasionally, bracken’s team will develop and deliver a digital solution to government agencies to advance the digital-by-default strategy, but agencies always handle their mainstream applications and transactions. GDS concentrates instead on building digital solutions to support discrete citizen needs, and on integrating transactions — with a bias toward supporting citizens in accessing information. The open-source architecture that GDS has created supports coordination across agencies and opens information to the public to foster development of future digital capabilities.

“With regard to information and openness, our long-term plan is to ‘go wholesale,’ by which we mean exposing data and services to the public,” explains bracken. noting that GDS is replicating its digital-team model in other government agencies, he adds, “Changing IT skills acts as a catalyst for strategic change. We need to bring the Web generation into government, and that means completely resetting the technology skills portfolio in government.”

Based on an interview with, and material from, Mike Bracken, executive director, Government Digital Service, U.K., September 2012. (See an expanded version of this case study on the Executive Programs website; see Bracken’s blog, titled “Digital Transformation,” at mikebracken.com.)

CIOs are becoming general managers In accordance with the broadening scope of CIO activities, the CIO role is evolving, with 6% of CIOs now on their company’s board of directors and 60% on the executive committee. The CIO’s remuneration structure is almost indistinguishable from that of other CxOs (see figure below), and a third of CIOs are getting ready for their next role as a business executive.

Average CIO compensation structure Average C-level compensation structure

Salary 77%Corporate performance bonus 14%Departmental performance bonus 3%Stock/equity award 4%Other compensation 2%

Salary 72%Corporate performance bonus 17%Departmental performance bonus 5%Stock/equity award 5%Other compensation 1%

CIO compensation structures mirror those of their C-level peers


The survey found that CIOs must address increasingly challenging business issues and the need to execute at speed. For example, in October 2011, Tunde Coker, CIO at Access bank in nigeria, had tointegratethetechnologyandoperationsofIntercontinentalBank,aretailbankwith375branchesinGhana,NigeriaandtheU.K.—overthreetimesAccess’ssize.WorkingcloselywithAccessBank’sbusiness change director, Coker achieved full IT integration by March 2012, running all key services offasinglecorebankingplatform,electronicchannelsandenterpriseplatforms.The25projectteamsthat Coker managed handled everything from core banking to ATMs, payments, financials and Hr systems;simultaneously,theyintegratedstaffandhandledtalentchallengesinareassuchasservicemanagement, core banking and data warehousing.

Meanwhile, like other CIOs, Coker must deal with a changing world. He sees postmerger transaction volumes growing significantly, and other needs, such as straight-through processing, social channels and big-data exploitation, on the horizon. “Our two biggest challenges going forward are consistent stability and scalability,” he says. (See the Access bank case study on the Executive Programs website.)

Building the talent to hunt and harvestOf course, adapting the CIO role is not the only skills challenge. The digital talent in the entire enterprise must evolve, too. CIOs feel that they have sufficient talent available in operational roles such as internal customer service and the help desk, IT finance and IT Hr. However, they see a gap in key skills relating to digital technologies, such as enterprise architecture, business intelligence and analytics, security and risk management, and IT strategy and planning. For each of these skills, more than half of CIOs report a shortage of talent (see figure opposite).



Enterprise architecture

Business intelligence and analytics

Security and risk management

IT strategy and planning

Application development

Business process management

Program and project management

Business relationship management

Infrastructure and operations

Sourcing management

Vendor management

IT finance

IT human resources

Customer service/help desk

0% 25% 50% 75% 100%

Distribution of responses

Skills gap has negative impact on business

Skills gap has short-term impact on business

Sufficient skills

Do not know

CIOs recognize the need to build talent in key areas


As CIOs and their enterprises take on more front-office digital challenges, other talent gaps will come more clearly into focus, such as digital design and social anthropology. CIOs must use a portfolio of approaches to address the talent issue. An increasing number see cloud strategies as a way to mitigate talentchallenges,includingJoanMilleroftheU.K.HousesofParliament.

Case Study

Building the core of the business, and outsourcing to the cloud, at the U.K. Houses of ParliamentTheHousesofParliamentoftheU.K.consistoftheHouseofCommonsandHouseofLords.Parliamentexamines government activities, makes new laws, approves taxation proposals and debates the issues of the day. The publicly elected Commons is responsible for financial bills, such as proposed taxes. The LordsisanappointedhousethatcomplementstheworkoftheCommons—makinglaws,holdingthegovernment accountable and investigating policy issues.

Parliament’s IT strategy is to develop in-house skills for core business operations, outsource commodity businessservicestothecloud,andsupportmobilityandBYOD(bringyourowndevice).Thisisinline with a broader government initiative to increase accessibility and cost savings by making services “digital by default.”

CIOJoanMillerfocusesmanyofherITresourcesontheparliamentarypublicationprocess—acorebusiness deliverable. Output from parliamentary meetings is published in documents distributed through digital media. “Our strategy is to build a cadre of in-house developers of these systems to support a digital Parliament capability,” says Miller.

A major reason for keeping development of the publication systems in-house is that packaged software satisfying Parliament’s unique demands has not been found. Security is a special concern, with measures being taken to ensure the integrity and validity of each authored document. As Miller explains, “We need to control the words going into each document, and we need make sure we are the ones putting those words in there.”

Cloud sourcing is done to lower expenses while improving performance. “With the cloud,” says Miller, “we’re buying resilience and better support and service. We don’t have the scale in-house to provide the responsiveness our users demand in case of a system failure.”



She adds that the cloud boils down to a matter of cost, skills and staff. by outsourcing email and other generic services to the cloud, for example, Miller can not only improve service and support but also address the IT skills gap and retention issues. With the stiff competition in the IT labor market, she finds that people interested in parliamentary employment initially are quickly lured away by private companies willing to pay up to 30% more.

Miller recognizes that CIOs and their IT organizations must become trusted business partners. Accordingly, “Our IT strategy is based on facilitating mobility, connectivity and access to world knowledge for the Members of Parliament,” she says. After the 2010 elections, her organization begandeployingsecureiPadsandnowsupportsBYODforsmartphonesandtablets.With50%ofParliament working almost exclusively in a mobile environment, Miller strongly believes that IT should provide the technical analysis, business advice and support mobile users need to securely access the data their jobs require.

In recent years, Miller has attached business relationship managers to every department to improve business planning. business units also manage IT projects with help from a business relationship manager, who handles scoping, planning and resourcing.

Miller relies on secondments — the temporary transfer of a worker to another position — to bring people from other business units into IT. These individuals return to their bus, Miller reports, as IT brand ambassadors.

Based on an interview with, and material from, Joan Miller, CIO, Houses of Parliament, U.K., October 2012. (See an expanded version of this case study on the Executive Programs website.)


Business as usual keeps IT as usualrather than follow old rules, CIOs need to adopt new tools. There is no simple answer to why enterprises are leaving the full potential of technology on the table. The figure opposite, however, sheds some light by comparing CIOs at enterprises realizing different levels of technology potential.

We find it interesting that CIOs do not see enterprise demand for IT, the effectiveness of IT and enterprise strategy as major factors limiting technology’s potential. As technology capability increases, so, too, does the criticality of an enterprise’s ability to adopt new technologies.

4 ITMUSTSETASIDEOLDRULESANDADOPTNEWTOOLS

In a world of change, it is concerning that a majority of CIOs, according to the survey, do not see IT’s enterprise role changing over the next three years. IT rules regarding enablement, governance, alignment, organization, metrics, etc. — created more than 20 years ago — addressed automating and integrating business operations for cost reductions and efficiency gains. IT needs new tools if it hopes to hunt for digital innovation and harvest raised business performance from products, services and operations. Without change, CIOs and IT consign themselves to tending a garden of legacy assets and responsibilities.


IT funding, skills and effectiveness, important as they are, become even more important as an enterprise gains from technology. And CIOs who adopt a hunting role are twice as likely to work in high-performing enterprises than their tending or harvesting peers. note that CIOs cannot hunt for future value unless they effectively tend and harvest current operations.

CIOs who reflect on these issues in the context of the past decade will clearly see that they are real, and that the rules and tools used to address them have not been effective. If they had been effective, then the issues would not be so prevalent now. In benefits realization, for example, CIOs reported in 2010 that the techniques they used most often were the least effective.

Enterprise readiness for new technology

Enterprise change management

IT funding and budgets

IT skills and capabilities

Enterprise risk tolerance

Enterprise strategies

Effectiveness of the IT organization

Enterprise demand for IT

0% 10% 20% 30% 40%

Percentage of respondents

50% 60%

Enterprise realization of technology’s potential

Above 50%

50%

Below 50%

70% 80%

Factors that keep the enterprise from realizing technology’s full potential



This is no one’s fault, but it is everyone’s responsibility to fix. repeating the patterns of the past will only sustain poor performance. Executives cannot and will not wait for IT to get into the game. This rest of this section, therefore, looks at areas where new rules are needed to raise the benefits of technology to the enterprise.

CIOs need to improve their game when it comes to the customer experience and growthCIOsknowtheyneedtotendtocurrentoperations.Knowingwheretofocushuntingandharvestingefforts, however, is an open-ended question. According to CIOs in the survey, hunting and harvesting activities need to concentrate on the customer experience and finding growth opportunities. The figure below shows CIO rankings of eight drivers of organizational innovation. The percentages reflect the number of times CIOs ranked each driver no. 1 or no. 2.

Growth and new business opportunities

Customer experience and service

Operational requirements (cost, quality, capacity, etc.)

Information availability and application

Product and service augmentation

Business process management

Technology capabilities and capacities

Governance, risk and compliance capabilities

0% 10% 20%5% 15% 25% 30% 35% 40%

Percentage of respondents ranking the item No. 1 or No. 2

The drivers of organizational innovation and IT plans


business process change emerges as the primary means of delivering results in these areas. Eighty-four percent of CIOs see the role of business processes increasing over the next five years, but the nature of that importance is changing. Mobile, big data and social technologies all create new “judgment task” types of work that do more than push information through a workflow or process. These factors are changing the nature of operations and value creation.

Thus, in many ways, business processes have become an enabler just like generic IT. The process is no longer an end in itself but a means to unlock growth and customer experience opportunities. In the future, CIOs indicate that business process skills will be more contextual, and applied rather than generic. CIOs should, therefore, consider building domain capability in sales, marketing, supply chain, etc., instead of discipline competency in general skills.

Multiquip, a midsize manufacturer and distributor of construction equipment, illustrates the power of applying mobile technology and analytics to harvest new business opportunities.

Case Study

Multiquip creates mobile capabilities with limited IT resourcesHeadquartered in Carson, California, uSA, Multiquip (MQ) is a wholesale distributor and manufacturer of world-class light-to-medium construction equipment, power generators and lighting for multiple industries.WithdistributionpartnersinAsia,theU.K.,LatinAmericaandEurope,Mq’sproductsandsolutions are available in 70 countries. The company employs more than 400 and had 2012 revenue of approximately$350million.

A continuing downturn in the construction industry prompted MQ’s executive management to demand better decision making to gain a small edge in a highly competitive industry. vice President IT Michael Hanken, leader of an 11-person IT organization and a developer himself, notes that “spreadsheets just weren’t cutting it anymore.” So he piloted a mobile decision-making program. Designed to increase sales and attract new customers, the program was rapidly adopted by the sales organization. Piloting mobile apps to increase sales effectiveness is one of the program’s areas of focus.

because MQ has a complex discount structure and lacked a good tool for instant pricing and product information checks, the vice president of sales thought the iPad might hold the solution. Hanken and another developer ran with the idea and piloted an iPad app — at low cost and in under 10 weeks.

The complex user interface (uI) of the first iteration, however, disappointed the vice president of sales. With input from sales users, Hanken’s team streamlined the uI to give users much faster access to the information they needed. Sales users now welcome the easy-to-use app, which provides real-time data, including discounts and product information, from the SAP system.



Case Study

Multiquip creates mobile capabilities with limited IT resources (continued)Hanken is looking for outside partners to help with the pilot’s next phase, which includes customer-facing apps for the iPhone and Android operating systems. “We have to partner with a third party because we don’t have the experience to do otherwise,” he explains. “We need to get the cost structure right and then either train our own people or hire somebody to do it in-house, if that makes sense.”

Headdsthat“youhavetostepbackandaskyourself:Whatmakesagreatmobileexperience?Youdon’t often think along those lines as a developer.”

Hanken concedes that developing apps and interfaces for a mobile audience is radically different than bigsystemorWebdevelopment;thesalesforceadoptedthemobileappsreadilyandareeagertoaddnew capabilities.

The sales team can now work up almost instantaneous quotes on their mobile devices, and metrics to measure the success rates of quotes are being developed. Hanken advises other IT executives to trust the user community and actively seek their input, since they are the final consumers.

With MQ’s executive management seeing the positive enterprisewide impact of this approach to mobility — including enhanced competitiveness, the potential to be first to market, raised brand awareness for hard-to-reach end customers, and the chance to grow without additional costly product development or a radical new business strategy — Hanken believes the company will increase its investment in the mobile strategy.

MQ released the first iOS and Android customer-facing application based on this strategy at a large trade show in December 2012, and according to Hanken, it generated excellent feedback. How does he see the company’s mobile future? He wants MQ to be known not only for great technology but also as a company that is easy to do business with. “We want to be the little Apple of the equipment industry,” he says.

Based on an interview with, and material from, Michael Hanken, vice president IT, Multiquip, September 2012. (See an expanded version of this case study on the Executive Programs website.)

Building skills requires breaking old HR management habitsHavingtherightskillsinITisessentialtoitseffectivenessandsuccess.LeadersinITeffectivenessreportanaverageskillscoreof75%versusanaverage48%reportedbyallotherrespondents.Insection1,wepointed out that the IT labor market is not up to the challenges facing CIOs — only 8% found the labor market very effective, but CIOs at these enterprises engage the IT labor market differently. The figure opposite illustrates the difference between this group and the rest of the responses.


See IT labor market as very effective

All other respondents

0% 20% 30% 40%

Percentage of respondents

50% 60% 70%10%

Other practices (e.g., dedicated IT HR)

Partnerships, temps crowdsourcing

Offshore outsourcing

Onshore/near-shore outsourcing

Recruiting IT people from the business

Paying above-average salaries

Recruiting IT people from other companies

Internal training programs

Effectively leveraging the IT labor market means doing things differently

CIOs who make the labor market work for them, rather than just accepting what it offers, work in twoverydifferenttypesofITshops.MidsizeITorganizations(500to1,000people)accountforadisproportionate part of this group. They adopt new rules that push the limits of traditional Hr and IT Hr, going against the grain as follows:

• BuildingITfromwithininsteadofhiringITtalentawayfromotherITorganizations

• Payingabove-averagesalariestoattractandrecognizekeyITpersonnel

• Limitingtheuseofoffshoreoutsourcing

• Recruitingpeoplefromthebusinessataslightlyhigherpayrate

• HavingadedicatedITHRorganizationratherthanrelyingoncommonHRservices



CIOs report that their enterprise Hr organizations are not particularly effective in supporting IT’s resource needs across all levels of IT labor market effectiveness. They see the main reasons as Hr’s lack of expertise in the specialized IT skill market and frequent denial of IT’s authority to do its own hiring.

With the IT labor market so complex, adopting new practices is the only alternative for CIOs. In 2013, Gartner Executive Programs plans to publish a detailed report on the need for, and nature of, IT labor market reform.

To summarize, IT organizations planning to actively hunt for digital opportunities and harvest operational results — both possible only via transformation — require a continuous flow of IT skills and resources. rather than treating this as an Hr challenge, CIOs who use the IT labor market most effectively do not separateITskillsfrombusinessresults;onthecontrary,theyseethetwoasintegrallylinked.Thecasestudy on ADP illustrates how IT skills can play a major role in creating new products and services.

Case Study

ADP merges IT and product development to change the customer experienceThe uSA’s ADP (Automatic Data Processing) is one of the largest providers of business outsourcing solutions — including Hr, payroll, tax and benefits administration. The company serves 600,000 organizationsin125countries,including80%oftheFortune500and90%oftheFortune100.ADPhadFY2012revenueof$10.7billionandemploys57,000.

When CIO and Corporate vice President Product Development Mike Capone arrived four years ago, he found customers “frustrated because they were having a different user experience for each product.” ADP has since merged its IT and product development organizations to provide a better user experience. The company is also following a new talent management strategy to staff the merged organization and plans to fuel business growth using predictive analytics and by increasing access through mobile technology.

Capone feels that ADP could not meet clients’ demands in a highly available and flexible manner if IT and product development were still separate. The mission is to provide a fully integrated product suite that delivers a unified client experience. To accomplish this, Capone uses an organizational matrix. For example, a senior leader aligned with the small-business “market” sits on the executive committees of the business units but reports directly to Capone. This helps ensure close market alignment while still maintaining a “One ADP” experience. At the other end of the spectrum, one leader oversees all mobile development, working closely with the market-aligned development heads to deliver one mobile application shared by all the company’s product lines.

CaponereportsthatshiftingfromsiloedR&Dtoleveragingintegratedplatformsforproductdevelopmenthas not only benefited the client experience but also increased ADP’s cycle times and time-to-market. If an idea cannot be brought to market within six months, it is usually shelved. The new organizational structurehasreduceddevelopmentcosts,andthesavingsarereinvestedinR&Dtospurevenmoreinnovation.


The reorganization has also changed incentive structures and leadership practices. Critical measures that include revenue generation, profitability and client retention have replaced the key project criteria of former times: being on schedule and on budget.

“There was a time when the business could have a terrible year and IT still got great bonuses,” says Capone. “That didn’t make sense to me. We needed to be tied to the business and our clients, so that our success is their success.” He adds that this required ADP to change its IT talent-sourcing strategy.

“There’s a huge talent war going on,” continues Capone, “so we’ve gotten more flexible and creative with our compensation models.” The company as a whole has adopted a more equity-based compensation structure, even below the vP level (yet above a certain salary), in part to compete with startups. Meanwhile, leveraging collaboration technologies has created agile and very talented product and IT development teams comprising geographically dispersed professionals.

Capone had shifted the focus of his own talent searches from b2b knowledge to b2C experience and skills. “Our traditional audience has always consisted of practitioners such as payroll managers,” he says. “now we increasingly communicate directly with the employees of our clients, and they demand a very consumerized experience.”

From Capone’s perspective, perhaps the biggest benefit of merging IT and product development has been the ability to use data and predictive analytics to see across the enterprise. The analytics help sellnewproducts,accordingtoCapone;whileclientsvaluetheirowndata,theyincreasinglywanttobenchmark themselves against others.

Capone measures his organization on how successful it is at driving positive outcomes for the rest of the business. “Don’t start with how much money or how many people you need,” he cautions other CIOs. “Start with a dialogue with the business about their desired outcomes. Then figure out how to get there, and measure yourself on that.”

Based on an interview with, and material from, Mike Capone, CIO and corporate vice president product development, ADP, September 2012. (See an expanded version of this case study on the Executive Programs website.)



Participationincreasing

Business strategy formulation

Business strategy execution

Digital business and digital channels

Business innovation

Product or service design and development

Business process analysis and management

Enterprise change execution

Enterprise program and project management

Mergers andacquisitions

Postmergerintegration

Does not apply

Leadership roleParticipationdecreasing

No change in participation

41%

38%

29%

41%

35%

36%

29%

27%

18%

54%

56%

50%

52%

52%

56%

62%

66%

47%

3%

5%

8%

5%

6%

7%

8%

6%

6%

2%

1%

13%

2%

7%

1%

1%

1%

29%

14%

19%

18%

22%

14%

28%

26%

41%

8%

15% 46% 9% 30% 18%

26%

34%

32%

41%

25%

44%

38%

51%

12%

24%

Last 3years

Next 3years

Only a third of CIOs see IT’s role outside IT changing over the next three years

Without new approaches, IT’s role remains static and less strategically relevantThe need for new approaches reflects IT’s changing role in a digital world. CIOs who have not accepted a new world for IT see the next three years largely as a repeat of the last three in terms of IT’s role and leadership. The figure below summarizes how all CIOs expect IT’s enterprise role to change over the next three years.


With about half of survey respondents indicating no change in IT’s role, CIOs risk painting themselves and their IT organizations into a stable but subtly less relevant corner. Accepting the stability of IT’s current role reflects a view of CIOs as tending to their own responsibilities and working within their own authority. Without change, CIOs cannot hope to gain the funding or skills to contribute to digital strategies. breaking out of this role into greater involvement with the enterprise means adding hunting and harvesting behaviors to IT.

The figure opposite and the other figures in this section identify growth opportunities in business innovation, strategy execution and business process management. These are the areas where CIOs should concentrate on acquiring new tools and skills. CIOs need to find a new role in strategy formulation, mainly because peers view IT as a means of execution as opposed to a source of strategic value.

Adopting new tools and setting aside old rules admittedly require uncomfortable changes, but these should nevertheless set the tone for the 2013 CIO Agenda. The report’s final section takes a comprehensive look at that agenda, recognizing that CIOs not only need to adopt new techniques, strategies and plans, but also must change or abandon other areas of interest to tend, hunt and harvest in a digital world.


5 THE2013CIOAGENDA

CIOs anticipate significant change over the next three yearsIn the crush of current responsibilities and challenges, it is easy to lose sight of broader trends and transformations. CIOs are in the midst of several significant and structural changes in IT over the next three years. The figure opposite reflects timelines for these transformations in the nature of the IT organization, in enterprise technology and in the enterprise itself.

The CIO agenda outlines the challenges for 2013 and the actions required for success. CIOs foresee a finite set of tasks that define what they “do new,” undo, redo and choose not to do. These actions, and decisions not to act, reflect the need to establish a new financial, organizational and enterprise rationale for information technology.


According to CIOs, IT has come a long way: Almost a third of CIOs work in enterprises where IT is no longer treated as a cost center, with a majority expected by 2016. “Consumerization” and mobility continue to drive IT change: 46% of enterprises expect to go 100% mobile/laptop by 2016. These changes,however,willnothappenontheirown;theyrequireCIOstoaddressfundamentalstrategic,funding and skill issues.

Already there By 2016 By 2020 Do not know when

IT is no longer treated exclusively as a cost center

2016

26% 33% 12% 29%

8% 38% 17% 37%

6% 40% 25% 29%

6% 32% 7% 55%

7% 24% 13% 56%

3% 25% 27% 45%

The enterprise goes 100% with laptop and mobile computing

The IT organization is replaced with a different construct

The enterprise stops providing personal technology devices

Applications make significant autonomous decisions

All critical applications and operations are sourced via the cloud

11% 8% 7% 74%

Business units develop, provision and operate technology

CIOs see significant change for IT


The 2013 CIO Agenda must deal with three interlocking issues: IT strategy, funding and skillsIT’s digital aspirations demand that IT’s current realities be addressed. IT has emerged from a decade of managing cost, risk, security, quality of service, etc. The digital world facing CIOs in 2013, however, is radically different than the one they have known for the last 10 years. Actually, 2013 harks back to 1997, inasmuch as the broad-scale adoption of digital technologies presents many of the same challenges as the adoption of the Internet.

now, as then, CIOs and IT leaders confront a changing technology model that entails corresponding changes in IT strategy, funding and skills. Again, as shown in the figure below, these are interlocking issues that require a coordinated response to convince the enterprise and the IT organization that the future needs to be different from the past.

Strategy Funding

Skills

Three interlocking issues determine IT’s digital future

5 THE2013CIOAGENDA


The new agenda that CIOs need for the age of digital business goes beyond tending to current concerns and embraces the following principles:

• ExpandthestrategicdigitalrolesoftheCIOandITtoestablishnewsourcesofrelevanceinaworldwhere marketing, sales and the customer experience garner more investment and innovation, as well as attrition. Increasing IT’s digital strategic relevance establishes the rationale for more IT funding (if it’s not strategic, why expect a budget increase?).

• InvestindigitalITbyrecapitalizingITbudgetsthathavebeenoptimizedtoprovidestableoperationsat the lowest possible cost. A decade of doing more with less gives the enterprise more of the same IT at a time when it needs to be digitally different. Increased funding in support of strategic digital projects redefines the context for IT skills and capabilities.

• BuildadigitalITorganizationbycreatingacadreofnewITprofessionals,sincealackofskillsisaCIO’s Achilles’ heel, limiting the IT capacity and quality essential to digital results. Moreover, without the right skills, CIOs cannot deliver on strategic objectives or generate a return on increased IT investments.

Despite confidence in their ability to execute against business strategies and priorities, CIOs recognize that the role of IT must change in response to a changing world. This is the reason for extending IT’s role beyond tending to today’s operations, to hunting for digital innovations and harvesting current value to produce additional results.

Tending, hunting and harvesting represent an expanded role for IT in the digital worldIT’s role in a digital world is broader than its past role of tending to current operations and applications — and realizing only a fraction of technology’s potential for the enterprise. CIOs who hope to extend IT’s role in the digital world, however, must add new roles and behaviors.

While CIOs must hunt and harvest in the future, they still must tend to current concerns. This is where changing and expanding business and IT leadership practices and tools come in.

CIOs recognize that they must set aside old tools and adopt new rules. They cannot simply add more itemstotheagenda;thereisnotenoughITcapacitytostartnewthingswithoutstoppingothers.

All this sets the context for presenting the 2013 CIO Agenda — not just as a set of recommendations, but as an integrated approach defining “do new,” undo, redo and don’t do elements. The figure on page50describeseachelement—itsgoals,requirementsandactions.


Action Goals and context Leadership requirements Leadership actions

Innovation rests in what you “do new.” Leaders exploit new digital technologies, creating the capabilities needed to meet growth and efficiency demands — a digital edge.

Efficiency comes from what you “undo.” Digital value will come from new connections in processes, structures and roles.

Effectiveness rests in what you “redo.” Every business practice, solution and strategy requires revision and extension. Without both, ability becomes fragility and failure.

Secure success by what you choose to “not do.” Success rarely lasts when you follow the pack, blindly apply “best practices,” attend to false signals or surf dead-end trends.

Do new

Undo

Redo

Don’t do

Adopting new business and technology practices driven by digital performance.

Undoing historical and legacy commitments to create new business models in IT and the business.

Redoing and upgrading practices and tools for the digital world to extend current strengths into the future.

Stopping the use of practices that are no longer effective, liberating resources, time and attention for new challenges. (Do not assume that tomorrow you will need everything you have now.)

Doing new things results in the innovation required to become a digital enterprise across your business model, products, services, customers and operations.

Undoing the past is not a failure; rather, it recognizes change. Liberate resources trapped in legacy operations and assets, and reapply them toward growth and results.

Redoing strategies, practices and metrics refreshes IT and reinvigorates its value potential. Recognize that new realities demand new leadership to drive excellence.

Choose where to invest and how to implement. “Don’t dos” must reflect the business strategy — decided collaboratively, commu-nicated broadly and integrated into governance.

A comprehensive CIO agenda describes leadership in terms of a range of actions and goals

Recommendations to consider in evaluating the 2013 CIO AgendaAs we said at the outset, CIOs face a complex future, caught between current operations and future digital opportunities. Since creating a future for IT in a digital world requires doing new things, redoing past practices and undoing what is not working, the recommendations in the figure opposite address the critical issues of expanding the roles of the CIO and IT in digital strategy, investing in digital IT and building a digital organization. use them to guide your 2013 CIO Agenda and future plans.

5 THE2013CIOAGENDA


Action Expand the strategic digital role of the CIO and IT

Invest in digital IT Build a digital IT organization

• Concentrate digital technology on growth and customer experience transformation(hunt).

• Build a positive relationship with the marketing and sales organizations (harvest).

• Explore how digital technology drives business model innova-tion (hunt).

• Undo the CIO’s and IT’s passive role in strategic planning (tend).

• Undo overly conservative approaches to risk management and the use of risk to stifle innovation and experimentation (tend).

• Use information and analytics to re-establish IT’s relevance with front-office organizations (harvest).

• Reduce administrative barriers to accessing enterprise information across digital solutions (tend).

• Increase IT’s direct exposure to customers to build contextual awareness and success stories (harvest).

• Don’t assume that IT cannot change the status quo (tend).

• Don’t accept that implementa-tion, operations and manage-ment are IT’s only roles in digital strategy execution (tend).

Do new

Undo

Redo

Don’t do

• Connect digital technology with changes in business perfor-mance such as revenue, customer engagement, etc. (harvest).

• Hunt for digital opportunities and innovations rather than waiting for the business to initiate new ideas (hunt).

• Concentrate on digital deploy-ment and benefits realization to establish IT’s digital business credibility (harvest).

• Don’t plan future funding requirements based on past performance, which starves innovation opportunities (tend).

• Treat all IT projects and funding with equal importance (tend).

• Redo technology business and investment cases to account for the top line and customer impact (harvest).

• Base IT investment priorities and schedules on time-to-market rather than resource availability (hunt).

• Don’t equate tending, hunting and harvesting roles with run/grow/transform budgeting (tend).

• Actively build digital skills internally by accepting a learning curve on internal resources (harvest).

• Recruit domain-specific resources such as marketing, customer service, etc. (hunt).

• Demonstrate IT’s digital relevance by highlighting IT’s digital skills, capabilities, projects and success (harvest).

• Undo technical silos in the IT organization (which limit flexibility) in favor of more-fluid project assignments (harvest).

• Establish technology and innovation as board-level issues outside of the IT audit committee (hunt).

• Re-engineer IT processes and practices to minimize time-to-market (harvest).

• Redefine the relationship with HR to better account for unique IT jobs and skills (tend).

• Don’t lose sight of current operations, costs and quality, as they are the foundation for relevance (tend).

• Don’t assume that meeting digital technology requirements is as simple as reprioritizing IT projects and priorities (tend).

Recommendations for a CIO’s 2013 agenda


CIO success requires working with an expanded and integrated set of tools. Tending, hunting and harvesting reflect the range of IT activities and investments required to deliver on business priorities. CIOs must integrate these activities into an expanded view of the IT organization. The figure below illustrates the integration of these roles with IT investment plans based on the run/grow/transform framework.

Tending Hunting Harvesting

Run

Grow

Transform

The resources required to operate an innovation and experimentation capability; these could be emerging- technology labs, research, partnerships or innovation spaces and teams.

The requirements and challenges that shape the innovation agenda for the enterprise, including the experiments, pilots and proto-types for exploring new solutions, products and offerings; these activities drive the pipeline of growth and performance transformation solutions.

Scaling new ideas for the enterprise, customers and markets; these activities encompass the internal trans-formations required to incorpo-rate innovation into core enterprise operations so that growth, value and customer experience goals can be met.

The resources and funding that support core transformational capabilities, such as enterprise PMO, Six Sigma or lean teams, deployment or benefits realization.

Extending current applications, solutions and information to meet changing business strate-gies and needs; these activities comprise the majority of IT projects and investments that strengthen the business’s efficiency and effectiveness.

Conducting the transformation program, marshaling associated resources, securing funding and building the business case; these are the resources and activities that change business processes and applications, and raise business performance.

Operations, activities, resources and funding involved in current steady-state operations; these resources deliver quality of service at a managed cost.

Investments required in support of demands for increased operational capacity (servers, storage, devices, etc.); these activities maintain and enhance systems that support future quality of service, capacity and compliance needs.

The resources and funding involved in changing the operational performance profile of IT; virtualization, application consolidation, standardization, etc., reflect transformation activities that raise technical performance.

Extend IT roles and integrate them with IT budgeting

5 THE2013CIOAGENDA


How to tend

• Managing Strategic Partnerships (June 2011)

• CIO Power Politics (Special Report 2011)

• Sustainable Enterprise Change (February 2012)

• Determining the Right Level of IT Operational Spending (October 2012)

• New Skills for the New IT (November 2011)

• The Customer Experience Is the Next Competitive Frontier (Late November 2012)

• Optimizing IT Assets: Is Cloud Computing the Answer? (February 2011)

How to hunt

• Digitalizing the Business (April 2012)

• Business Model Innovation: Unleashing Digital Value Every-where (July 2012)

• Masters of Innovation: What CIOs Can Learn From the World’s Best Innovators (May 2011)

• The Game Changes in the Front Office (March 2012)

• Unlocking the Power of a Great Marketing-IT Relationship (August 2012)

• Selling Innovation to Senior Executives (November 2012)

• CIO Ambitions: Breaking Through the Silicon Ceiling (September 2012)

How to harvest

• Capturing Business Value From Mass-Market Mobile Technologies (July/August 2011)

• Benefits Realization: The Gift That Keeps On Giving (September 2011)

• Restructuring Your Application Portfolio (May/June 2012)

• Business Capability Modeling Brings Clarity and Insight to Strategy and Execution (December 2012)

• Building the IT Brand: Impacting the Front Office and Beyond (October 2011)

Gartner Executive Programs reports that support tending, hunting and harvesting

Gartner Executive Programs research supports CIOs in their tending, hunting and harvesting activities. To provide additional support for the 2013 CIO Agenda, the figure below organizes certain existing Executive Programs reports into these three categories.


5 THE2013CIOAGENDA

The 2013 Executive Programs report agendaThe next three years (2013 to 2016) will be critical for the future of IT, and CIOs must lead IT’s transformation for that future by building technology-based digital capabilities, roles and responsibilities. rather than continuing past practices, CIOs must adapt and extend technology to gain the strategic relevance, funding and skills needed to be digitally relevant.

Delivering on business priorities while addressing IT’s quiet crisis requires more than moving money around, appearing to be more innovative, etc. How CIOs change themselves, their enterprise role and IT’s abilities in the new and different digital world raises issues that demand answers. The 2013 ExecutiveProgramsReportAgenda,outlinedinthefiguresoppositeandonpage56,willprovidesupport for CIOs and IT leaders, based on Gartner research, as they tend, hunt and harvest in a digital world.


Working title

The Politics of Partnership

The Psychology of Innovation

The CIO Success Kit for IT Marketing

The IT Leader’s Management Toolbox

Reforming the IT Labor Market

Cracking Cultures — A CIO’s View

Working description

CIOs and IT executives strive to establish true partnerships with business peers but face a number of hurdles. Traditional practice suggests that performance builds partnership. The reality is more complex for the CIO, who needs relationships across a range of stakeholders and functions. What does being a partner mean for the CIO, and how can he or she build productive partner relationships?

Innovation is hot, but what does it mean to be more innovative or to create a culture of innovation? Creating an enduring, sustainable innovation culture requires understand-ing the psychology of innovation at the corporate and personal levels. Understanding that culture is the focus of this report.

Communicating IT’s value and contribution has never been a great CIO strength. This report assembles the tools, techniques and case studies associated with building IT’s identity in the enterprise. The success kit concentrates on creating cohesive marketing and communications strategies for building a strong IT brand focused on efficiency, effectiveness and agility.

Leading IT requires a unique blend of organizational, project and technology manage-ment tasks. This report outlines the tools available to CIOs to improve and simplify the task of IT leadership, including governance, dashboards and other techniques.

CIOs see skills as a critical issue for current and future success. However, the IT labor market is not working well enough to drive success. Acquiring, building and retaining skilled technology professionals are constant challenges that CIOs cannot tackle on their own. What are the changes necessary to get the IT labor market working efficiently and effectively?

Culture is a powerful force, both organizationally and individually. Understanding the nature of cultural differences, the role of norms and the friction they create is the focus of this report. It features case studies on how executives surmount cultural differences, and it offers practices for integrating culture and organizations.

The 2013 Executive Programs report agenda


Working title

End-to-End Business Process Management

IT — 10 Years Back and 10 Years Ahead

From IT Strategy to Digital Business Strategy

Leading in an Environment of Tighter Security and Increasing Risk

Adaptive Sourcing Models

Closing the Strategy Gap by Integrating Risk and Performance Management

Post-Consumer IT

Working description

Business processes define enterprise value creation and efficient operations. Technol-ogy in general and business process management technologies in particular provide the means to manage current performance and future flexibility This report concen-trates on the intersection of BPM and IT, with a focus on identifying the return on investment for BPM. Information technology is changing dramatically and in ways not seen since the introduction of the Internet more than a decade ago. Understanding IT’s future rests in part on understanding its past. This report looks at 10 years of CIO survey responses and the thoughts of CIOs on the future of technology in the enterprise and the organization we currently know as IT. As digital capabilities become more integral to all aspects of business, leading enterprises are creating digital business strategies in addition to, or sometimes instead of, IT strategies. This report outlines the scope of digital business strategies and the best practices for implementing them. Economic volatility and digital innovation change the nature of security and risk as enterprises look to be open and secure at the same time. Balancing these concerns requires new forms of leadership, since protecting customers, information, access and the enterprise cannot compromise future sources of innovation, results and revenue.

It takes an ecosystem to deliver technology-intensive value in the digital world. Sourcing models originally created to manage cost and arbitrage global labor rates are giving way to new, more adaptive models. These models look at sourcing in a broader context, with an eye toward balancing current operational economics with future strategic opportunities.

The ability of an enterprise to effectively execute its business strategy and the perceived value of the IT organization are highly correlated. This report examines how CIOs can help the enterprises they support improve strategy execution by integrating risk and performance management.

The consumerization of technology is one of the most disruptive forces facing the CIO and IT, changing the nature of personal productivity and technology. BYOD was only the start. What does the future hold for a world where professionals have personal clouds, global mobility, individual social identities, etc.? This report looks at this post-consumer IT world.

The 2013 Executive Programs report agenda (continued)

5 THE2013CIOAGENDA


A final word on the 2013 CIO AgendaCIOs recognize that past stability is no guarantee of future success, particularly when the world has changed right from under IT. Adapting to and leading in the digital world requires doing things differently, yet in ways consistent with the demands of digital technologies. These demands shape IT’s expansion beyond tending to current operations, to hunting for digital innovation and harvesting greater value from existing operations. All this sets the context for the 2013 CIO Agenda.


Industry Weighted Unweighted Increasing No change Decreasing

Banking 0.3% 2.4% 39% 41% 20%

Communications and media -1.9% 1.4% 34% 39% 27%

Education -1.0% -0.3% 24% 54% 22%

Government 0.5% 0.1% 26% 47% 27%

Healthcare 0.3% 2.7% 41% 38% 21%

Insurance: healthcare payer -2.3% 0.0% 26% 52% 22%

Insurance: property and casualty -0.1% 0.9% 40% 36% 24%

Other -0.8% 0.0% 35% 38% 27%

Manufacturing and resources 0.5% 1.7% 37% 41% 22%

Retail -8.4% 0.8% 35% 33% 32%

Transportation 8.4% 5.6% 49% 34% 17%

Utilities -3.7% -0.6% 29% 41% 30%

Wholesale 5.6% -14.1% 31% 36% 33%

Geography

North America -1.0% 0.0% 35% 41% 24%

Europe and Middle East 0.4% 1.4% 32% 44% 24%

Asia/Pacific -0.9% 2.6% 32% 43% 25%

Latin America 1.6% -1.4% 35% 24% 41%

Global -0.5% 0.0% 33% 42% 25%

• Weighted CIO IT budget changes incorporate the size of the budget into the figure.• Unweighted CIO IT budget changes are the average of each company regardless of budget size.

2013 projected CIO IT Percentage of responses budget change

Industry and regional CIO IT budget changes for 2013

APPENDIx:ADDITIONALDATA,DEMOGRAPHICS


Weighted Unweighted Increasing No change Decreasing

< $5 million -3.3% 0.7% 30% 44% 26%

$5 million to < $10 million -1.3% 0.2% 36% 39% 25%

$10 million to < $25 million 0.0% 1.7% 34% 42% 24%

$25 million to < $50 million -0.5% 1.0% 31% 44% 25%

$50 million to < $100 million 0.0% -1.0% 37% 36% 27%



$500 million to < $1 billion -1.6% -0.5% 30% 41% 29%

> $1 billion -0.8% 0.4% 27% 46% 27%

Global -0.5% 0.0% 33% 42% 25%

Size of projected 2013 CIO IT budget

• Weighted CIO IT budget changes incorporate the size of the budget into the figure.• Unweighted CIO IT budget changes are the average of each company regardless of budget size.

2013 projected CIO IT Percentage of responses budget change

CIO IT budget projections by size of CIO IT budget


Percentage of respondentsNorth America 44%EMEA 35%Asia/Pacific 16%Latin America 5%

44%

35%

16%

5%

Percentage of respondents< $500 million 39%$500 million to $1 billion 15%$1 billion to $3 billion 21%$3 billion to $5 billion 7%$5 billion to $10 billion 8%> $10 billion 10%

21%

10%

15%

7%

5%

39%

Survey demographics: Geographic breakdown

Survey demographics: Company size by total revenue

APPENDIx:ADDITIONALDATA,DEMOGRAPHICS


FurTHEr rEADInG

Gartner Executive Programs reportsAron,D.,“BusinessModelInnovation:UnleashingDigitalvalueEverywhere,”G00235783,July2012

Aron,D.andSmith,M.,“BenefitsRealization:TheGiftThatKeepsOnGiving,”G00219567,September2011

Colella,H.andRowsell-Jones,A.,“UnlockingthePowerofaGreatMarketing-ITRelationship,”G00236947, August 2012

Lehong,H.andMcGee,K.,“SellingInnovationtoSeniorExecutives,”G00239148,November2012

McDonald,M.andAron,D.,“AmplifyingtheEnterprise:The2012CIOAgenda,”G00230429,January2012

McDonald,M.,Rowsell-Jones,A.andCole,J.,“DigitalizingtheBusiness,”G00233511,April2012

McMullen,L.andMeehan,P.,“TheGameChangesintheFrontOffice,”G00232333,March2012

Nunno,T.andColella,H.,“CIOPowerPolitics,”G00226256,SpecialReport2011

Weldon,L.,Burton,B.andAron,D.,“BusinessCapabilityModelingBringsClarityandInsighttoStrategy and Execution,” G00246286, December 2012

Core researchAron.D.,“DoesYourBusinessNeedaChiefDigitalOfficer?”G00238298,20September2012

Aron, D. and raskino, M., “A Comparison of the CEO and CIO Surveys Finds CIOs Must Elevate Their Focus,” G00230121, 21 March 2012

Howard, C. et al., “The nexus of Forces: Social, Mobile, Cloud and Information,” G00234840, 14June2012

McGee,K.,“MeetingtheInformationNeedsofEnterpriseExecutivesin2023,”G00239549, 12 november 2012

Prentice, S., “The Future of the Internet: understanding and using the ‘Trilemma’ Construct for ScenarioPlanning,”G00234521,13August2012

Raskino,M.andLopez,J.,“CEOSurvey2012:TheYearofLivingHesitantly,”G00230141,21March2012

Raskino,M.andMahoney,J.,“CIONewYear’sResolutions,2013,”G00246796,11December2012

vanDecker,J.,“Top10FindingsFromGartner’sFinancialExecutivesInternationalCFOTechnologyStudy,”G00234215,16May2012


Booksbradley, A. and McDonald, M., “The Social Organization: How to use Social Media to Tap the Collective Genius of Customers and Employees,” Cambridge, MA: Harvard business review Press, 2011

brynjolffson, E. and McAfee, A., “race Against the Machine: How the Digital revolution Is Accelerating Innovation,DrivingProductivity,andIrreversiblyTransformingEmploymentandtheEconomy,”KindleEdition, Seattle, WA: Amazon Digital Services, 2011

McDonald,M.andRowsell-Jones,A.,“TheDigitalEdge:ExploitingInformationandTechnologyforbusiness Advantage,” Gartner ebooks, 2012

Waller,G.,Hallenbeck,G.andRubenstruck,K.,“TheCIOEdge:SevenLeadershipSkillsYouNeedtoDrive results,” Cambridge, MA: Harvard business review Press, 2010

FurTHEr rEADInG

Gartner executive ProGrams rePorts

Business Capability Modeling Brings Clarity and Insight to Strategy and Execution December 2012

The Customer Experience Is the Next Competitive Frontier Late november 2012

Selling Innovation to Senior Executives november 2012

Determining the Right Level of IT Operational Spending october 2012

CIO Ambitions: Breaking Through the Silicon Ceiling september 2012

Unlocking the Power of a Great Marketing-IT Relationship august 2012

Business Model Innovation: Unleashing Digital Value Everywhere July 2012

Restructuring Your Application Portfolio may/June 2012

Digitalizing the Business april 2012

The Game Changes in the Front Office march 2012

Sustainable Enterprise Change February 2012

Amplifying the Enterprise: The 2012 CIO Agenda January 2012

Apple: At the Vanguard of Change? December 2011

New Skills for the New IT november 2011

Building the IT Brand: Impacting the Front Office and Beyond october 2011

CIO Power Politics special report 2011

Benefits Realization: The Gift That Keeps On Giving september 2011

Capturing Business Value From Mass-Market Mobile Technologies July/august 2011

January 2013

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Hunting and H

arvesting in a Digital W

orld: The 2013 CIO

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Gartner - 2013 CIO Agenda Report

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