the 2018 cio agenda: mastering the new job of the cio · confidential and proprietary this...

CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.

The 2018 CIO Agenda:

Mastering the New Job of the CIO

Michele Caminos, Managing Vice President, Gartner

1 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.

The nature of the CIO's job has changed from the role of delivery executive to that of IT business executive

If your enterprise was looking to fill your job today

Would they hire you?

in 2 Years


Trusted Ally CIOs Represent the Highest Level of CIO Influence in the Enterprise

Partner CIO:

Perceived as a business enabler and credible technology leader

Reputation built oneffective response tobusiness requirements

Able to regularly discuss business issues with CxOs

Trusted Ally CIO:

Perceived as the business leader and CxO peer who is in charge of IT

Reputation built on business impact

One of the key CxOs involved in shaping business strategy

Transactional CIO:

Perceived as aninternal supplier

Reputation built on effective IT service delivery

Communicates to C-suitevia proxy


How to Create the New Job of CIO

Live yourNEW job

Define yourNEW job

Pre-emptdisruption

ActionsOld job NEW job


Live yourNEW job

Define yourNEW job

Pre-emptdisruption



20%

10%

10%

12%

36%

25%

17%

16%

21%

IoT

AI

3D Printing

Smart Robotics

Conversational Interfaces

Disruptive Technologies Approaching a Tipping PointPercent of respondents that have deployed a technology or are in short-term planning for deployment

What are your organization's plans in terms of the following digital technologies and trends? Percent of respondents that have deployed or are in short-term planning. 2018 n = 3,138

2015 data adapted from 2015 CIO Survey

80%

150%

70%

33%

!

2015 2018 Percentage growth 2015-2018


Top Performers Generate More Digital Revenue and Have More Digital Processes

What percentage of your organization's total revenue would you attribute as digital sales revenue today?/How much of your organization's total turnover/budget can be attributed to fully digital services (or products) delivered to your external constituents (e.g., citizens, students, patients, other agencies)?

What percentage of your organization's processes (core and support) have been optimized (made more efficient) through digital means? Top (n = 182), Typical (n = 2,433) Trailing (n = 134); APAC (n = 487).

Base: All company types have a digital initiative. Size of bubble represents size of sample.

Digital Processes (Average percentage of digitized processes)

Digital Revenue(Average percentage of digitalized business)

TYPICAL

TOP

TRAILING

0%

10%

20%

30%

40%

50%

15% 20% 25% 30% 35% 40% 45% 50% 55%

ANZ Average:

A

A


Top Performers Generate More Digital Revenue and Have Processes That Are More Digital

What percentage of your organization's total revenue would you attribute as digital sales revenue today?/How much of your organization's total turnover/budget can be attributed to fully digital services (or products) delivered to your external constituents (e.g., citizens, students, patients, other agencies)?

What percentage of your organization's processes (core and support) have been optimized (made more efficient) through digital means?

Base: All company types have a digital initiative. Size of bubble represents size of sample.

Manufacturing (n = 560), natural resources (n = 128), media (n = 48), services (n = 290), government (n = 386), education (n = 255), retail (n = 161), wholesale trade (n = 47), financial services (n = 323), insurance (n = 138), health payers (n = 47), healthcare providers (n = 111), transportation (n = 106), utilities (n = 89), telecom (n = 51); Top (n = 182), Typical (n = 2433) Trailing (n = 134); APAC (n = 487)


TYPICAL

Manufacturing

Government

Financialservices

EducationServices

TOP

Retail

TRAILINGNatural resources

Insurance

Healthcare providers

Transportation

Telecom

Utilities

Media

Wholesale trade

Health payers

Average levelof digitalization

0%

10%

20%

30%

40%

50%

15% 20% 25% 30% 35% 40% 45% 50% 55%

Digital Revenue(Average percentage of digitalized business)

A

ANZ Average: A


TYPICAL

Manufacturing

Government

FinancialservicesEducation

Services

TOP

Retail

TRAILING

Natural resources

Insurance


Transportation

Telecom

Utilities

Media

Wholesale trade

Health payers


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Top Performers Generate More Digital Revenue and Have Processes That Are More Digital


Dig

ital

Reven

ue

(Avera

ge p

erc

enta

ge o

f dig

italiz

ed b

usin

ess)

A


TYPICAL

Manufacturing

Government

FinancialservicesEducation

Services

TOP

Retail

TRAILING

Natural resources

Insurance


Transportation

Telecom

Utilities

Media

Wholesale trade

Health payers


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Opportunity Abounds


Dig

ital

Reven

ue

(Avera

ge p

erc

enta

ge o

f dig

italiz

ed b

usin

ess)

Sustainable NewBusiness Models

(A-enterprises)

Old Business Models

High Cost New Business Models

Low Cost Old Business ModelsToday

Future


Live yourNEW job

Define yourNEW job

Pre-emptdisruption


#GartnerSYM12 CONFIDENTIAL AND PROPRIETARY I © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.

Act as Business Leaders More Than IT Leaders

Only 56% of ANZ CIOs have a seat at this table …


Have an Industry Vision: Craft and Communicate Your Unique Message

Personalexperience

Personalopinion

(gut)

EA analysis

Technologytrends

Business modelinnovations

Analogies fromother industries

Results of bimodal explorations

Insights from data

Insights from yourpersonal network

Wisdom ofinformed crowds

?


Be Subject to Business Metrics

Are you measured by your IT activities ...57%

… or are you measured by the business outcomes you

impact most? 43%


45%

43%

42%

20%

20%

52%

55%

50%

28%

32%

59%

64%

61%

43%

50%

6%

8%

11%

16%

18%

0% 20% 40% 60% 80%

Building business strategy/planning

Building business agility

Influencing business models

Growing business margins

Growing revenue

Leaders Embrace Growth

Which of these strategic business objectives are among your personal job objectives?

n varies by segment; Base: role is CIO or most senior IT leader

28%

28%

48%

51%

55%

62%

64%

0% 20% 40% 60% 80%

Growing business margins

Growing revenue

Building business strategyand planning

Influencing businessmodels

Building business agility

Tracking businessvalue of IT

Optimizing enterpriseoperational excellence

Difference between top and typical Top (n = 157) Typical (n = 2,344) Trailing (n = 192) APAC (n = 437)

64%building

business agility

61%influencingbusinessmodels

50%revenuegrowth

43%growingmargins

19%revenuegrowth

18%growingmargins

Global — top performers percent of respondents ANZ — percent of respondents

Percentage of respondents

64%building

business agility

56%influencingbusinessmodels


9%

20%

28% 26%

0%

10%

20%

30%

40%

50%

No Digitalinitiative

Desire/Ambition

Designing Delivering

There's a Wall Between Initiating and Scaling Digital Business

Which of these best describes the stage of your organization's digital initiative — i.e., your organization's digitalization efforts? 2018: n = 3,025;; APAC: n = 515

Scaling

1% 24% 31% 27% 14% 3%

Stage of digital maturity (Percentage of respondents)

Initiating

ANZ

0%

10%

20%

30%

40%

50%

Scaling Harvesting/Refining

14%

3%


Culture Is the Biggest Brick in the Digital Wall

Which of these best describes the stage of your organization's digital initiative — i.e., your organization's digitalization efforts? n = 3,025 APAC (n = 515)

What do you think is your organization's biggest barrier to move from the initial phases of digital business transformation to scale? Base: stage of digital is desire, design or delivery, n = 2,208 APAC (n = 366)

46%

23%

13%

5% 4%

0%

10%

20%

30%

40%

50%

Barriers

5%46% 25% 9% 6% 3%

Culture Talent

Resources CEOCommitment

ITOrganization

BoardCommitment

2%

Biggest barriers to scale play(percentage of respondents)

ANZ


Apply Different Leadership Styles


Live yourNEW job

Define yourNEW job

Pre-emptdisruption



APAC — percent of respondentsGlobal — percent of respondents

13%

5%

7%

21%

23%

21%

10%

14%

42%

39%

28%

18%

23%

55%

54%

8%

9%

9%

13%

15%

0% 20% 40% 60%

15%

17%

18%

37%

44%

0% 20% 40% 60%

Enterprise Change

Digital Sales/

E-Commerce

Business Strategy

Digital Transformation(Chief Digital Officer Role)

Innovation

Business Strategy

Enterprise Change

Shared Services (beyond IT)

Digital Transformation(Chief Digital Officer Role)

Innovation

CIOs Are Adopting Roles That Drive Growth

Multiple Responses Allowed

In which areas are you/is your CIO designated as the person in charge of any aspect of the business other than IT?

n varies by segment.

Difference between top and typical Top performers (n = 179) Typical (n = 2,532) Trailing (n = 200) APAC (n = 495)

Percentage of respondents

Global

Top

Performers

ANZ

20%responsible

for enterprisechange

34%responsible

for Innovation

49%hold

CDO role

54%responsible

for Innovation

55%hold

CDO role

28%responsible

for enterprisechange


1%

7%

11%

2%

17%

30%

5%

30%

55%

3%

13%

25%

0% 20% 40% 60%

VoiceInteractionDesigner

DigitalWorkplace

Leader

UserExperienceDesigner

10%

16%

18%

6%

20%

22%

30%

21%

35%

41%

49%

42%

16%

18%

18%

22%

0% 20% 40% 60%

Digital RiskManager

MegavendorManager

Cloud Architect

API ProductManager

6%

11%

3%

18%

21%

7%

34%

41%

4%

16%

20%

0% 20% 40% 60%

Machine Trainer

Algorithm/ModelDesigner

Chief AnalyticsOfficer

Scaling Digital Creates New IT Roles

Percent of Respondents

Multiple Responses Allowed

Which of these roles (or equivalents) exist in your organization?

n varies by segment. Base: Excludes don't know

Difference between top and typical Top performers (n = 175) Typical (n = 2,532) Trailing (n = 196)

New Roles in IT:Digital Core IntelligenceHuman Factors


How to Create the New Job of CIO

Live yourNEW job

Define yourNEW job

Pre-emptdisruption



Provoke and catalyze

Be an ambassador

Instigate discussion

Adaptable

Entreprenerial

CollaborativeOpen-

minded

ValidationKnowledgeable

Talent-attracting

Change Management

Customer centric

Execution

Leadership Mindset Changes Are Needed

CONFIDENTIAL AND PROPRIETARY This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates.

The 2018 CIO Agenda:

Mastering the New Job of the CIO

Michele Caminos, Managing Vice President, Gartner

the 2018 cio agenda: mastering the new job of the cio · confidential and proprietary this...

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