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2016-2017 Global CIO Survey

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Personality is not destiny. CIOs are not limited in their ability to deliver value by their personal attributes or their working styles, but are free to shape their own legacy—and to do so, they must be adaptive in the face of evolving business expectations.

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Veröffentlicht in: Business
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2016-2017 Global CIO Survey

  1. 1. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 1 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech The Dbriefs Technology Executives series Navigating legacy: Charting the course to business value
  2. 2. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 2 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech About the participants
  3. 3. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 3 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Key findings from 2016-17 study Nurture over nature to build a lasting CIO legacy Digital transformations are more than customer facing tools and technologies Navigating the journey from one pattern type to another requires adaptability Customers dominate as business priorities shift Bridging the IT capabilities and leadership competency gaps allow CIOs to deliver consistent business value
  4. 4. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 4 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech When it comes to nature, there was very little variance for the 20 nature attributes of a CIO. 75% of the CIOs surveyed share the top 7 traits: Nature: Personality is not destiny
  5. 5. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 5 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Nature: Personality is not destiny
  6. 6. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 6 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Fortunately, the gaps lie within the nurture areas – where CIOs have the ability to develop capabilities and competencies to align with the business expectations and priorities Nurture: CIOs can shape their own legacy
  7. 7. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 7 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Shifting business priorities Customers are an important driving force for digital transformations and many business leaders are focused on tangible business outcomes
  8. 8. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 8 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech The shift toward the customer as the top business priority held true for eight out of the ten industries represented in our survey Industry breakdown of top 3 business priorities
  9. 9. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 9 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech In this digital era, business leaders are increasingly their definition of digital beyond the customer experience Digital transformation is more than just customers CxOs are focused on: CEO: New business models for growth CFO: Analytics to drive value COO: Operational efficiency CMO: Customer engagement The broader view of digital also includes: Investments in legacy/core modernization Infrastructure consolidation Cybersecurity Data and analytics solutions Emerging technologies Customer focus Supporting capabilities
  10. 10. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 10 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Technology spend Which of the following technology areas will have the most impact on your business in the next 2 years? How would you evaluate your current level of investment for the following tech areas? N = 1098
  11. 11. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 11 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Business expectations of IT, IT capabilities, and business priorities are out of sync in several areas Five IT capability gaps
  12. 12. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 12 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Competency gaps When assessing their own leadership competencies compared to what a successful technology leader ideally needs, CIOs exhibited gaps in several areas
  13. 13. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 13 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Navigating the journey In order to navigate across patterns, CIOs will need to adapt and drive change in four main areas IT capabilities: People, process, and technology based on the business context Leadership & influence: Characteristics of a successful technology leader and relationships with internal stakeholders Technology investments: Technology to bring about significant business change and drive value in the organization Talent & culture: Hiring strategically and developing culture needed to meet business needs Current State Future State
  14. 14. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 14 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech Key insights  Be adaptive: CIOs are not limited by personality traits or workstyles. They control their careers—and their legacies. By nurturing leadership competencies and IT capabilities they can switch among three legacy patterns, as their organizations evolve  Reimagine digital: CIOs are best positioned to shape and define digital for their organizations. They understand data, legacy systems, business processes and operating models across the organizational silos, and can harness new technological disruptions to drive business value  Invest in talent and capabilities: The IT capabilities, and talent that CIOs develop play the most important role in their legacies. To succeed, CIOs should engage, attract, invest in, and retain talent and skills to support their changing business needs  Cast a wider net of influence across the ecosystem: To drive digital transformations and maintain influence CIOs should invest in building a healthy ecosystem of alliances and partnerships inside and outside their organizations and industry  Step up or step aside: The time for CIOs to act to build their legacies is now. Rise to the challenges of the digital era by anticipating changes in business priorities and proactively driving the direction of the company’s digital transformation. If CIOs don’t stand up – they have to make way for other leaders in the company
  15. 15. The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 15 Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech For more information Khalid Kark Managing Director Deloitte LLP kkark@deloitte.com Karen Mazer Principal Deloitte Consulting LLP kmazer@deloitte.com Connect with me on LinkedIn @KhalidKark Connect with me on LinkedIn @Kmazer1 To read the full report, visit DUPress.com Learn how to put the CIO survey findings to work for you. Follow and share your thoughts via @DU_Press and @DeloitteOnTech About Deloitte’s CIO Program CIOs lead unique and complex lives — operating at the intersection of business and IT to deliver value to their organizations. To help CIOs manage these challenges and issues, Deloitte has created the CIO Program. The program provides distinctive offerings to support the CIO career life-cycle through leadership development programs, immersive lab experiences, insight on provocative topics, and career transition support to complement the technology services and solutions we provide to our clients. Contact: USCIOProgram@deloitte.com or visit: www.deloitte.com/us/cio Bill Briggs Managing Director Deloitte Consulting LLP wbriggs@deloitte.com @wdbthree Connect with me on LinkedIn
  16. 16. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2017 Deloitte Development LLC. All rights reserved. 36 USC 220506

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