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. To read and download the full report, visit: http://deloi.tt/2flXySA
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2016-2017 Global CIO Survey
- 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
Notes de l'éditeur
- Khalid – 4 mins Why we started the legacy project Demographics Reporting lines: 35% report to the CEO, 20% to the CFO, 13% to the CIO or equivalent (group, global, regional) Industry: We surveyed 23 industry segments Revenue: 19% are greater than $10 Billion companies, 34% between $1-10 Billion Three patterns overview
- Khalid – 2 mins
- Khalid 2 How much can a CIO’s ability to create value for the business be credited to “nature”—inherent personality and work-style attributes—versus “nurture”—the IT organization’s capabilities and the leadership competencies that the CIO builds on the job? Hypothesis: Both nature and nurture contribute equally to a CIO’s success. CIOs in all three legacy patterns employ a combination of personal attributes and IT capabilities to deliver on their mandate successfully. Bottom Line: CIOs’ ability to create value is not limited by their inherent, personality-based attributes. Instead, CIOs can position themselves to succeed by building IT capabilities and skills within their organizations that are required to adapt and respond to business needs.
- Khalid – 2 mins When it comes to nature, there was very little variance for the 20 nature attributes of a CIO. 75% of the CIO surveyed share the top 7 traits Statistical differences: Emotion: Trusted operators tend to be more contained and change instigators are more expressive Interaction: Trusted operators tend to be more quiet and change instigators are more outgoing Outlook: Trusted operators tend to lean toward knowing more of the details and change instigators lean toward focusing on the big picture
- Khalid – 3 mins, Bill to interrupt if we don’t ask a question on slide 6: Did you find in your interviews, if CIOs are doing anything about these gaps? Bottom Line: CIOs of any pattern type are able to drive success through IT capabilities—all firmly on the nurture side of the equation—by building the right team and setting a strategic technology vision The largest gaps lie in innovation and talent: 57% of Trusted operators and 56% of Change instigators say they are currently building innovation capabilities or they do not exist 42% of Change instigators and 39% of Trusted operators say they are currently building talent and culture or it does not exist
- Karen – 3 mins The top 5 did not change from last year, but the emphasis changed Innovation reduced 10% because business leaders want tangible return on their investments and innovation at times could be nebulous Innovation ideas from years ago are now being put into practice with customer solutions We gave them 10 options and they had to pick their top 3 priorities. The 10 options are: Customers, growth, performance, cost, innovation, regulations (17%), talent (16%), cybersecurity (10%), reconfiguration (9%), other (2%) CIOs are just expected to handle items like regulations and cybersecurity
- Karen – 2 mins, Planned interruption: Khalid will add context about region variances Business priorities reported by IT leaders - customers are a top business priority for 8 of 10 industries represented in the survey Point out: Government and manufacturing wouldn’t think of “consumer” Financial services more than other 76% Region variances: EMEA most focused on customers (60% compared to 52% in North America) North America highest for growth (54% and average is 50%) North America highest for performance (52% and average is 46%) South America significantly higher for cost (52%, average is 41%, North America 35%) APAC highest for innovation (46%, average is 36%, North America is 32%)
- Karen – 4 mins A lot of CIOs in their interviews mentioned that executives are focused on their own version of what digital means. There is a huge amount of backend effort that is needed. The CIO has the ability to look across those perspectives and see the whole “Digital Iceberg”. Interview quotes: “Customer empowerment is a major focus area in the coming years and is something the organization will prioritize and increasingly support with digital solutions.” “In the midst of digital disruption, IT is still not seen as core to business strategic decisions.” Bottom line: Adopting this broad view of digital can allow CIOs to not just respond to changing business needs, but to actively shape and drive them. CIOs can transform a conversation about individual technologies and their ROI to a more robust discussion about building a set of capabilities to support and drive the organization’s digital agenda
- Karen 2 mins Overall, CIOs are underinvesting in technology, and specifically more so in emerging technologies, analytics, and digital 74% of CIOs say they are underinvesting in emerging technologies
- Khalid 4 mins Improving business processes: 78% essential to success, 70% expectation, 35% capability is leading/excellent Reducing cost and driving efficiency: 38% essential to success, 67% expectation, 33% capability is leading/excellent Maintaining IT systems: 37% essential to success, 66% expectation, 30% capability is leading/excellent Managing cybersecurity: 37% essential to success, 61% expectation, 29% capability is leading/excellent Business innovation: 47% essential to success, 57% expectation, 18% capability is leading/excellent Opportunities to bridge the gaps: Enabling growth through a focus on customers & innovation Enhancing business operations by focusing on performance Reducing business and IT costs Managing cybersecurity
- Khalid 2 mins, Karen to interrupt – Couldn’t you say that these 3 personal competency gaps could be relevant to any C-suite executives?
- Khalid – 4 mins Trusted Operator to Change Instigator: 47% foster an IT culture that understands business drivers, external market, and customer expectations 48% prioritize developing a vision and strategy Trusted Operator to Business Co-creator: 75% focus on building IT capabilities in strategic alignment to business growth mandates Acquire talent with skills in analytics (65%) and customer and digital (52%) Change Instigator to Trusted Operator: 56% focus on project execution and solution delivery 42% prioritize their relationship with the COO Change Instigator to Business Co-creator: 75% focus on strategic alignment 37% are investing in business innovation Business Co-creator to Trusted Operator: 56% focus on improvement of execution and IT solution delivery 40% are investing in legacy and core modernization Business Co-creator to Change Instigator: 68% prioritize influencing stakeholders to buy into transformation Hiring for analytics (65%), program management (45%), and enterprise architecture (43%)
- Khalid 4 mins, Karen will add to the points 2 and 4