A New Leadership Model for Digital Business
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This presentation is based on research I conducted for Harvard Business Review Analytic Services as well as interviews with dozens of business leaders and CIOs.
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A New Leadership Model for Digital Business
- 1. © 2015 Lundberg Media A New Leadership Model for Digital Business Abbie Lundberg President, Lundberg Media Contributing Editor, Harvard Business Review Analytic Services Former Editor in Chief, CIO magazine
- 2. Copyright © 2015, Lundberg Media Photo by Dimov Milen - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/42845805@N00 Created with Haiku Deck
- 3. Copyright © 2015, Lundberg Media Photo by Shachenta - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/30485374@N02 Created with Haiku Deck
- 4. Copyright © 2015, Lundberg Media WHAT SHOULD BRIAN PROPOSE NEXT?
- 5. 5 A presentation in Three Acts The Digital Threat & the Need for Responsive IT The Business/IT Partnership The CIO as Digital Leader
- 6. Act 1: The Digital Threat Is digital business a threat to your company?
- 7. 7 75%Our company’s survival depends on our ability to exploit IT Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014 n=750
- 8. 8 #1 Changing customer behavior and expectations FACTOR DRIVING MARKET CHANGE Source: The Digital Dividend, First Mover Advantage, Harvard Business Review Analytic Services, Aug. 2014
- 9. 9 #2 Commoditization, drive for cost savings FACTOR DRIVING MARKET CHANGE Source: The Digital Dividend, First Mover Advantage, Harvard Business Review Analytic Services, Aug. 2014
- 10. Copyright © 2015, Lundberg Media “Digital” is a board level issue EMERSON CASE STUDY DIGITAL BUSINESS IS A BOARD ISSUE Source: Engaging Boards on Digitization, MIT CISR, 2014
- 11. THREAT: Changing Models of Customer Engagement
- 12. OPPORTUNITY: Changing Business Models In the 21st century, we will differentiate our company and provide value to our customers and shareholders through trading on information. Charlie Peters, Sr. Executive Vice President Emerson “ Source: Engaging Boards on Digitization, MIT CISR, 2014
- 13. 13 38% The confluence of new technologies has significantly changed our business model/s* Source: The Digital Dividend, First Mover Advantage, Harvard Business Review Analytic Services, Aug. 2014 “ *Scoring 8-10 on a 10-point scale n=672
- 14. 14 28% Commercialized internal IT initiatives Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services Digital business = top-line IT
- 15. 15 28% 29% 37% 66% Redefined product value chain as service to others Make analytics capability available for a fee Offer internally developed capability as cloud service Make products smarter & sell info/services around them What’s being commercialized Q: What types of IT initiatives has your company commercialized? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
- 16. 16 47% We’ve missed business opportunities because IT was too slow to respond Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014 “
- 17. 48% Followers 20% Leaders 32% Laggards 68% 45% 33% Customer Engagement 64% 45% 25% Employee Work Processes 62% 36% 29% Product Offerings 62% 37% 24% Business Models 59% 40% 22% Core Business Operations & Processes To what extent is the confluence of new technologies changing the following in your organization? IT Responsiveness = Digital Opportunity Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014
- 18. How to be MORE RESPONSIVE Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014
- 19. Act 2: The Business/IT partnership Digital business requires close collaboration between IT & other parts of the business
- 20. 60% directly involved in I.T. decision making Only 27% work in I.T. function Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014
- 21. 21 90%Collaboration is critical to exploit I.T. for business advantage Digital business is a team sport Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014
- 22. Changing Roles & Relationships The lines have blurred. IT is extending into marketing and engineering, and they are extending into areas traditionally owned by IT. Kathy McElligott, CIO Emerson Electric Source: Engaging Boards on Digitization, MIT CISR, 2014 “
- 23. 23 Working Together ▪ Job rotations, co-location ▪ X-functional reporting ▪ Blended roles ▪ Business relationship managers ▪ Business IT strategy board
- 24. 24 Emerson’s Business IT Strategy Board Created by COO, CIO, head of strategy 25 leaders meet 4x/year De facto governance body Business strategy, with deep dives into specific topics Ensures alignment, ability to adjust
- 25. 25 Digital Partnership Assessment To what extent do you agree with the following: 1. Business and IT leaders at our company trust and respect each other 2. Roles and responsibilities for digital transformation are clearly defined 3. We use a common vocabulary when we talk about digital business 4. We have a digital strategy board made up of senior company leaders 5. We “embed” IT staff in the business (e.g., business relationship managers) 6. The CIO and CMO collaborate on an ongoing basis around digital customer understanding and engagement 7. We employ a coaching model to help business partners gain digital acumen Add and double (out of = 100) Score each question on a scale of 0 (low) to 7 (high)
- 26. Act 3: CIO as Digital Leader CIOs are well positioned to lead digital transformation, but…
- 27. 27 0% 3% 3% 3% 8% 9% 12% 18% 42% 0% 2% 1% 2% 4% 8% 6% 12% 64% 0% 4% 4% 3% 15% 6% 17% 21% 30% CHRO CFO CMO Other COO CDO LOB leader CEO CIO All IT respondents Gen Mgmt respondents Who do you believe is best suited to lead digital transformation at your organization? n=750 CIOs Should Lead Source: The Leadership Edge in Digital Transformation, Harvard Business Review Analytic Services, Aug. 2014
- 28. 28 Build Awareness • Engage digital experts • Collect & tell external peer stories • Take digital field trips • Form a digital advisory board • Set up reverse mentoring
- 29. 29 • Skunkworks innovation group • Crowdsourcing • “Speed dating” with VCs, startups • Innovation days • Hackathons • Simulations and prototypes • Cross-functional innovation board • Shark tanks Foster Innovation
- 30. 30 Lead through Influence Credibility Relevance The three pillars of influence Trust
- 31. Copyright © 2015, Lundberg Media Photo by Dimov Milen - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/42845805@N00 Created with Haiku Deck
- 32. 32 What Digital Requires of You Responsive IT Business/IT Partnerships CIO Leadership In summary… Simplify, automate, offload Connect at many levels Focus on innovation Summary
- 33. Abbie Lundberg lundbergmedia.com Twitter, LinkedIn, Slideshare: @abbielundberg
Hinweis der Redaktion
- Brian, CTO, luxury brand, Italy True story, but… Company under a lot of pressure to develop a high-end digital customer experience Need to keep up with their well-heeled customers’ changing expectations. Equipped with tablets and smartphones, they want a rich and integrated online, mobile and in-store shopping experience. Some of the company’s competitors are starting to deliver. Brian’s colleague, Katherine, the chief marketing officer, wants to hire an outside agency to create the new digital technology platform. Brian believes it’s better to keep the project in-house. The decision about which way to go will be made during this month’s executive team meeting in the company’s board room.
- The boardroom Katherine’s case Brian’s response Phillip’s skepticism Brian’s idea Katherine’s dismissal
- One of central dilemmas of digital business Meet the needs for sophisticated development on the one hand and amazing customer experience on the other. How will they bridge that gap? WHAT SHOULD BRIAN PROPOSE NEXT? 2-3 MINUTES DISCUSSION ……………………………………………………………………………………………. What Brian actually proposed: co-locating developers w/marketing creatives His appeal to Katherine to work together Pleased at Katherine’s positive response – she’s intrigued – teams will learn new things – create something unique Discussion of costs and logistics, Phillip’s decision Brian’s excitement tempered by Katherine’s affect. This is not going to be easy. We’ll leave Brian and his colleagues for now….
- 750 business & tech leaders Global but mostly NA & Europe All industries, size cos (skewing to large)
- 65% put this in top 3 Today’s consumers are mobile and tech-savvy. They expect to be connected, to have access to information and to be able to conduct transactions anywhere. Companies investing a lot in this
- 45% put this in their top 3 Consumers can access products and services from literally millions of vendors — from independent eBay sellers to main-street stalwarts. It is easier than ever before to find exactly what they want at the best possible price. This is having a commoditizing effect on a whole host of products and services and putting significant cost pressures on companies. Differentiate AND offer a competitive price
- Not all about retail, or B2C Digital affecting all businesses 125 year old diversified global manufacturer ~$25 billion in sales 150 countries Ed Mosner at G2i
- Corporate buyers transitioning to online purchases. Amazon supply Digital customer journey Research & find Decide & quote Purchase Support & service Cyber security
- Opportunity: new products & business models Sensors, IoT Simulation technology built into plant control systems to predict and prescribe Home HVAC monitoring to detect, decide, act and learn Only 2 direct reports – CIO & CMO - plus whatever LOB is currently in transformation
- Emerson is not an isolated case
- Companies that really focus on technology enabled business innovation higher at 40%
- Smart products Consumer: cars Industrial equipment: manufacturing control co. Services: real estate Cloud services Mostly IT but also healthcare
- On average, 47% of respondents said their organizations had missed out on new technology-enabled business opportunities because their IT department was too slow to respond. (only 27% of leaders v. 64% of laggards)
- On the flip side, companies with highly responsive IT departments have been able to successfully leverage new technologies (mobile, social, etc.), seize new business opportunities, and make the transition to digital business much faster than their competitors. Showing top box scores, 8-10 out of 10
- So what can IT leaders to be more responsive? Some of the things that came up in our in-depth interviews Simplify Infrastructure Focus our teams on innovation Leverage Partners – and make sure their partnerships are strong Exploit the cloud Enable Innovation across the entire enterprise Collaborate, Collaborate, Collaborate (segue to next slide)
- Stat Good or bad. Shadow IT 22% primary IT decision-makers 38% involved in IT decisions 28% decision influencers How involved are you in making information technology (IT) decisions for your area of responsibility within your organization? n=750
- We have always pushed IT to understand the business. Now it is the business being pushed to better understand technology
- Remember Brian co-locating developers with marketing creatives? X-functional reporting & blended roles Addidas Emerson AmEx BRMs Are you doing any of these things?
- What is your digital partnership score? What is your most important initiative to increase collaboration and partnership? ambassadors, advocates, interpreters
- 42% of respondents believe the CIO is the best suited member of the C-suite to lead digital transformation. That’s more than twice as many as chose the CEO (18%). Responses of general managers are less clearly defined. While CIOs still lead at 30 percent, there are also strong votes for the CEO (21 percent), LOB leader (17 percent), and COO (15 percent). There is little support for having the CMO or CFO lead digital transformation.
- Raise company’s digital IQ
- Little direct authority…
- WHAT SHOULD BRIAN HAVE DONE DIFFERENTLY? [discussion] He had been so focused on coming up with the best solution that he hadn’t thought through the impact of his approach. Proposed working much more closely with Katherine and her team but hadn’t discussed the idea with her before he presented it in the meeting.