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
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