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Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
Cio study-2009-oct-22-webinar-ppt
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Cio study-2009-oct-22-webinar-ppt

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  • 1. IBM Institute for Business Value
  • 2. In the largest known sample of face-to-face interviews, we spoke with over 2,500 CIOs to understand their goals and challenges The Study represents different-sized organizations in 78 countries and 19 industries Sector Geography Organization Size Our analysis used 2004-2007 Profit before Tax (PBT) growth, relative to peers in their industries, to associate organizations with one of three growth levels: High, Medium or Low. For organizations where this information was not available, we used statistical correlation to assign levels, based on closest overall similarity of answers. In this presentation, we primarily refer to CIOs who work in organizations with high PBT growth as “High-growth CIOs” and to those working in organizations with low PBT growth as “Low-growth CIOs.” Public IBM Institute for Business Value 18% Distribution 24% Financial Services 21% Industrial 24% Others 2% Communications 11%
  • 3. Our analysis provides insights into how CIOs can make the biggest impact on behalf of the entire organization
    • CIOs spend an impressive 55% of their time on activities
    • that spur innovation and help the business
      • Generating buy-in for innovative plans
      • Implementing new technologies
      • Managing non-technological issues
    • Successful CIOs are much more actively engaged in
      • Setting strategy
      • Enabling flexibility and change
      • Solving business problems
    • CIOs are increasingly recognized as full-fledged members of the senior executive team
    However, CIOs universally acknowledge that some of their most important objectives sometimes seem to clash IBM Institute for Business Value
  • 4. High profit growth CIOs focus on three primary goals Making Innovation real Raising the ROI of IT Expanding business impact Each of these goals can be realised by focusing on a ‘Pair of roles’ IBM Institute for Business Value
  • 5. Making innovation real Insightful Visionary and Able Pragmatist IBM Institute for Business Value
  • 6. As Insightful Visionaries, CIOs are active members of the strategic team +35% +40% Visionary CIOs recognize that successful innovation requires deep involvement with the business ... and are more often members of the most senior management team ” For us, innovation means generating diverse ideas to address a particular need. Then we distill them into an actionable plan that results in business improvement.” Energy and Utilities CIO, United States High-growth CIOs reach out much more to the business to co-create and champion innovation… ” The CEO’s message to the board is that IT is necessary to be better as a company.” Insurance CIO, Mexico +94% High growth Low growth IBM Institute for Business Value Source: IBM Global CIO Study 2009; n = 2598
  • 7. Innovation is not limited to IT solutions: Business-oriented plans rank high among CIOs’ visions of enhancing competitiveness Ten most important visionary plan elements Interviewed CIOs could select as many as they wanted IBM Institute for Business Value Source: IBM Global CIO Study 2009; n = 2345 High growth Low growth
  • 8. Successful CIOs blend pairs of roles that seem contradictory, but are actually complementary Able Pragmatist Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary By integrating this pair of roles, the CIO makes innovation real IBM Institute for Business Value
  • 9. +86% As Able Pragmatists, CIOs make it possible to bring innovative plans to life while "keeping the engines humming" +60% High-growth CIOs actively use collaboration and partnering technologies… +22% High-growth CIOs are expected to spend more time to enable the business and corporate vision … and use third party business or IT services more often to improve their business agility 28% “ Like many other companies, we are always exploring the possibility of utilizing external entities to help manage the day-to-day IT operations so that, internally, we can focus on more strategic initiatives.” Kurt Rao, Time Warner Inc. -42% Business and corporate vision enabler Core Technology services provider +87% 22% 41% IBM Institute for Business Value IT Organization Entire Organization High growth Low growth Source: IBM Global CIO Study 2009; n = 2598 15% 28%
  • 10. Reflection: What will you do to make innovation real? Able Pragmatist Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary IBM Institute for Business Value Which initiative will you take this Monday that will fundamentally enhance the perception of the CIO as a key innovator?
  • 11. The Insightful Visionary explores how technology drives innovation, and the Able Pragmatist enables innovative plans
    • Truly integrates business and IT to innovate
    • Proactively reaches out to the business to co-create and champion innovation
    • Has a clear view of the top technological priorities that will enhance competitiveness
    Insightful Visionary
    • Does practical things to help enable the business and corporate vision, as business leaders expect
    • Widely uses collaboration and partnering technologies to get work done
    • Uses third-party business and technology services to allow focus on the top priorities
    Able Pragmatist ” Innovation should be based on practical technology that can deliver business objectives within reasonable time and cost, which can be absorbed by the business.” Life insurance CIO, India IBM Institute for Business Value
  • 12. Raising the ROI of IT Savvy Value Creator and Relentless Cost Cutter IBM Institute for Business Value
  • 13. As Savvy Value Creators, CIOs are skilled customer advocates that create value by truly understanding what customers want High-growth CIOs proactively craft data into actionable information +61% ” We do recognize the strategic advantage of using data to support improved decision making. We are not as strong as we would like to be, but this is a key plank of our strategy moving forward." Consumer products CIO, Ireland 44% 68% IBM Institute for Business Value High growth Low growth Source: IBM Global CIO Study 2009; n = 2598 54% 74% ... and anticipate much greater levels of integration and transparency with customers In five years, CIOs expect end-customers to continuously explore new channels... +37% +55% ” Having a strong data governance model that allows for a single view of the truth through accurate data is a strategic imperative.” Financial markets CIO, United States
  • 14. Successful CIOs blend pairs of roles that seem contradictory, but are actually complementary Able Pragmatist Savvy Value Creator Relentless Cost Cutter Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary By integrating these two pairs of roles, the CIO makes innovation real and raises the ROI of IT IBM Institute for Business Value
  • 15. As Relentless Cost Cutters, CIOs are perpetual seekers of savings who reduce costs through infrastructure and process standardization ... and think business processes will be completely standardized and low cost Many CIOs foresee a strongly centralized infrastructure in five years... Across our entire sample, CIOs spend about 14% of their time to take costs out of the ongoing technology environment “ Expectations have changed. It is about delivering a service through a simple process that can be repeated.” CIO, United Kingdom “ The balance between new projects and cost control is the dichotomy of my life.” Retail CIO, United States. Of the 60 or so hours per week, some 9 hours are spent cutting costs +22% IBM Institute for Business Value High growth Low growth Source: IBM Global CIO Study 2009; n = 2598
  • 16. Reflection: What will you do to raise the ROI of IT? Able Pragmatist Savvy Value Creator Relentless Cost Cutter Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary IBM Institute for Business Value If you were your own successor, what are the top three things you would do to generate a 20 percent increase in performance from your IT investments?
  • 17. The Savvy Value Creator devises solutions to fit customers’ needs, while the Relentless Cost Cutter is vigilant about trimming expenses
    • Proactively crafts data into information
    • Prepares for end-customers that will continuously explore new channels
    • “ Knows” that end-customers expect no less than world class integration and transparency
    Savvy Value Creator
    • Aims for completely standardized, low-cost business processes
    • Foresees a centralized infrastructure
    • Focuses relentlessly on taking costs out of ongoing technology environment
    Relentless Cost Cutter “ Customer interaction and collaboration are the foundation of our business model.” Anders H. Johansson, CIO, Handelsbanken IBM Institute for Business Value
  • 18. Expanding business impact Collaborative Business Leader and Inspiring IT Manager IBM Institute for Business Value
  • 19. As Collaborative Business Leaders, CIOs are true partners with other executives, jointly defining better business models High-growth CIOs are more closely involved in co-creating the business strategy with their fellow business leaders CIOs in high growth organizations more often receive high marks from their senior management team +35% Decide on business strategy as a member of the most senior management team +47% +25% Present business strategy jointly with others on the senior management team IBM Institute for Business Value Create business strategy as member of the team High growth +21% Low growth Source: IBM Global CIO Study 2009; n = 2598 53% High or very high score by the entire senior management team for technology’s contribution to the business 66%
  • 20. Successful CIOs blend three pairs of roles that seem contradictory, but are actually complementary Able Pragmatist Savvy Value Creator Relentless Cost Cutter Collaborative Business Leader Inspiring IT Manager Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary By integrating these three pairs of roles, the CIO makes innovation real, raises the ROI of IT and expands business impact IBM Institute for Business Value
  • 21. As Inspiring IT Managers, CIOs are consummate IT experts who foster IT expertise to extract and preserve critical business data High-growth CIOs create IT centers of excellence to help realize business and technology innovation +69% High-growth CIOs do more to improve users’ access to data, as well as its quality “ We have centers of excellence for ERP and business applications, collaboration and security - some are more formal than others." Government CIO IBM Institute for Business Value High growth Data is reliable and secure Data is readily available for relevant users +31% Low growth Source: IBM Global CIO Study 2009; n = 2598
  • 22. Reflection: What will you do to expand business impact? Able Pragmatist Savvy Value Creator Relentless Cost Cutter Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary IBM Institute for Business Value Which two initiatives will you kick off next month to: 1. Further increase the interest of the business in IT-value add? 2. Further enhance the business skills of the IT organization? Collaborative Business Leader Inspiring IT Manager
  • 23. The Collaborative Business Leader knows the business and partners well, while the Inspiring IT Manager sharpens IT expertise
    • Participates in strategy teams
    • Presents the strategy jointly with team members on the senior management team
    • Is often invited to meetings or even sits permanently on the most senior management team
    • Actively promotes business and technology innovation through creation of IT centers of excellence
    • Manages IT agenda to allow for multitude of new and inspiring initiatives
    “ IT is now seen as a key enabler to business goals and mission, and is engaged in delivering business strategy. Managing with defined goals and intent makes it easier for IT to align to business needs.” Chris Ferguson, CIO, Elders Rural Services IBM Institute for Business Value Collaborative Business Leader Inspiring IT Manager
  • 24. Successful CIOs blend three pairs of roles that seem contradictory, but are actually complementary Able Pragmatist Savvy Value Creator By integrating these three pairs of roles, the CIO makes innovation real, raises the ROI of IT and expands business impact Relentless Cost Cutter IBM Institute for Business Value Collaborative Business Leader Inspiring IT Manager Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary
  • 25. Tuning to context A CIO’s Reality IBM Institute for Business Value
  • 26. The most effective CIOs consider the full range of possible influences when evaluating how each pair of roles should be prioritized
    • Stay abreast of market forces
    • Pay attention to geographical and regional particulars
    • Know the availability of industry-specific skills
    • Understand how customer expectations are changing
    • Know where competitive threats exist
    • Understand how customer relationships are evolving
    • Understand the organization structure and culture
    • Evaluate the overall business and IT situation
    • Request input from end users and IT colleagues to identify areas of strength, as well as improvement opportunities
    Macroeconomic factors Regional conditions Industry characteristics Organizational influences Personal aspirations IBM Institute for Business Value
  • 27. Long term trends Top three most important forces that impact your IT-organization over next 3 years High growth CIO emphasize business model change; budget constraints may constrain low growth CIOs Medium growth Low growth High growth IBM Institute for Business Value
  • 28. Increasing CIO success Stretching to excel in critical roles IBM Institute for Business Value
  • 29. Each CIO role was scored based on responses to a discrete set of questions. The average overall score for each role was plotted within the three performance categories (High-, Medium- and Low-growth). With a possible range of 0 to 10, actual scores fell between 3 and 7. Using advanced statistical analysis, we profiled CIOs on the basis of six axes and plotted their unique characteristics Medium growth Low growth High growth IBM Institute for Business Value
  • 30. Each CIO role was scored based on responses to a discrete set of questions. The average overall score for each role was plotted within the three performance categories (High-, Medium- and Low-growth). With a possible range of 0 to 10, actual scores fell between 3 and 7. Using advanced statistical analysis, we profiled CIOs on the basis of six axes and plotted their unique characteristics Medium growth Low growth High growth IBM Institute for Business Value
  • 31. Our analysis identified key initiatives that can help CIOs make innovation real…
    • Push business and technology integration. Offer solutions for colleagues’ business dilemmas, even when the answer is not directly IT-related
    • Champion innovation. Explain how new processes and technologies can deliver more value to both internal and external customers
    • Extend CIO influence . Volunteer to help define the overall business vision and strategy and take on other non-technology leadership roles
    • Enable the corporate vision . Increase the flexibility and efficiency of infrastructure and applications to support ongoing business changes
    • Make working together easy . Provide better partnering and collaboration technologies so internal and external customers stay connected and relationships are more productive
    • Concentrate on core competencies . Improve business agility by accessing business services, specialty technologies or IT services through third parties
    Stretching as an Insightful Visionary IBM Institute for Business Value
  • 32. … raise the ROI of IT…
    • Standardize to economize . Simplify, then standardize those business processes that are deemed necessary—also work to standardize and reuse IT components
    • Centralize the infrastructure . Consolidate and use third-party services whenever it makes financial and business sense, particularly to gain economies of scale
    • Keep cost reduction a top priority. Remain diligent and creative in discovering new ways to lower enterprise costs related to technology
    Stretching as a Savvy Value Creator
    • Make the data “sing”. Surprise the business with unexpected ways to meet customer needs and otherwise profit from enterprise data
    • Reach customers in new ways . Keep looking for more profitable paths to the end-customer
    • Enhance integration and transparency . Address growing end-customer demands by proposing leading-edge technologies to create “one version of the truth”
    IBM Institute for Business Value
  • 33. … and expand business impact
    • Know the business. Improve your understanding of the organization’s most pressing business problems
    • Get involved with business peers in non-IT projects. Capitalize on opportunities to expand responsibilities beyond IT to directly influence the business agenda
    • Present and measure IT in business terms. Engender shared responsibility for business success through joint performance metrics based on business outcomes
    Stretching as a Collaborative Business Leader
    • Cultivate truly extraordinary IT talent . Identify and grow savvy technologists into thought leaders who can expand the impact of IT
    • Lead the IT forces . Position yourself as a strong leader who makes attainment of existing IT service commitments the top priority
    • Enhance the data . Devote as much attention to data accuracy, availability and integration as to data security
    IBM Institute for Business Value
  • 34. Despite multiple forces in play, our findings show that CIOs are focusing on what matters most for them and their organizations Continue the conversation at ibm .com/voiceofthecio
    • CIOs acknowledged the constant tension of integrating actions that sometimes seem oppositional
    • Over time, we expect CIOs to regularly assess how much emphasis is appropriate on each of the three pairs of roles in order to make innovation real, raise the ROI of IT and expand business impact
    IBM Institute for Business Value

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