5 capabilities that characterize technology innovators
TRANSCRIPT
© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 0
capabilities that
characterize
technology
innovators5
© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 1
You can use these
five capabilities
as a diagnostic
framework to
assess how
“digital savvy”
your organization
is right now –
and what to
do next.
capabilities that characterize technology innovators5
© 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 2
capabilities that characterize technology innovators
Strategy embeddedwith digital DNA1
5
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• Senior leadership has a vision for digital
transformation
• Strategy recognizes the need to respond to digital
• There’s not a digital strategy layered on top of an
enterprise strategy – they are one in the same
• Board-level visibility into threats and opportunities
• Infuse the culture with digital DNA
capabilities that characterize technology innovators5
Strategy embeddedwith digital DNA
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Critical mass ofdigital talent2
capabilities that characterize technology innovators5
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• Develop strategic partner relationships
• Create talent pools combing a mix of internally
developed experts, external hires, strategic partner
resources, and contingent labor
• Leverage existing talent through centers of
excellence and digital acceleration teams
• Use a digital business road map to make it easier to
identify and fill talent gaps
capabilities that characterize technology innovators5
Critical mass of digital talent
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3 Digital firstprocesses
capabilities that characterize technology innovators5
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• Quality measured by user experience
• Flexible and agile process development
• Multi-device, multi-mode, and multi-channel support
• Analytics-driven quality assurance
capabilities that characterize technology innovators5
Digital firstprocesses
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4 Flexible sourcingand infrastructure
capabilities that characterize technology innovators5
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• New platforms must be:
• Secure enough to protect against cyber-attacks
• Resilient enough to eliminate outages and support 24/7 operations
• Agile enough to accommodate swings in demand, scaling up
or down
• Virtualize as much of the infrastructure as possible
• Support automated provisioning to improve overall
resiliency
capabilities that characterize technology innovators5
Flexible sourcingand infrastructure
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5 Governance fit for purpose
capabilities that characterize technology innovators5
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• Engage business leadership in the decision process
• Map decision rights and accountabilities to outcome owners
• Manage risks by balancing returns against level of potential
harm
• Document standards, approaches, policies, evaluation and
approval processes for digital
• Continually re-visit digital strategies and governance in light
of the changing landscape and disruptive technologies
capabilities that characterize technology innovators5
Governance fitfor purpose
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capabilities that characterize technology innovators5
Sample digital business aptitude assessment
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capabilities that characterize technology innovators5
Pace of
Adoption
Low
High
Limited Broad
Skeptic
Opportunist
Follower
Exploiter
Vision
Archetypes help you understand where you are
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capabilities that characterize technology innovators5
Business archetypes help provide contextExploiter
Attribute Value
Leadership CEO and Board
Digital Strategy Top-down, enterprise wide
Funding Enterprise level, multi-year digital business
budget
Execution Cross-functional digital business teams drive
innovation
CIO Role Visionary, consultant and collaborator
Opportunist
Attribute Value
Leadership Individual business unit heads
Digital
StrategyOpportunistic and siloed
Funding Limited, funded by individual business units
Execution Quick projects using mostly external
resources
CIO Role Supportive
Follower
Attribute Value
Leadership CEO and Board
Digital Strategy Evolving, conservative, low-risk
Funding Enterprise level for specific projects
Execution Managed centrally with mostly external
resources
CIO Role Implementer
Skeptic
Attribute Value
Leadership None
Digital Strategy None, none planned
Funding No budget for digital
Execution None or rogue projects
CIO Role Not involved
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1. Map out a digital business agenda
2. Identify your current digital business archetype and
determine if you need to change
3. Assess your digital business aptitude and perform a gap
analysis
4. Begin assembling a digital business team
capabilities that characterize technology innovators5
Four things CIOs can do to get started
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Get started
For further information about how KPMG can help your business,
please contact us:
Matt Bishop
Principal,
Global CIO Advisory Leader
214-840-2749
To learn more:
Marc Snyder
Advisory Managing Director,
CIO Advisory
978-807-0522
Rick Wright
Principal,
CIO Advisory
617-988-1163
Download: The Visionary CIO which explores how CIOs
can become evangelists for innovation in the C-suite.
Or visit the CIO Agenda website.