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We All Need to Make Self-Improvement
Resolutions
Get fit for digital business!
This research presents important but less obvious
ideas based on discussions with IT and business
leaders, as well as insights from Gartner analysts,
for CIOs to develop their organizations and
themselves. CIOs can apply these concepts to
help achieve results beyond the norm.
2014: The start of your
transformation to a digital CIO
The convergence of the Nexus of Forces and
the Internet of Things is creating the digital
industrial economy. 2014 is the year when
CIOs must embrace and help lead this
transformation.
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1. Transform Your
Enterprise's Expectations
From
Conventional …
… To Digital
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http://commons.wikimedia.org/w
iki/File:Boardroom_at_the_Head
_Office.JPG
3
Does your board of directors really
understand how industries are being
disrupted by digital forces?
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Take Your Board on a Tour of the Digital
Industrial Economy to Establish Objectives
• Create a board tour of the digital economy
delivered using some of the tools, concepts and
channels of the digital world.
• Provide sound, graphics and video clips
recorded and assembled from a wide range of
existing and potential enterprise stakeholders in the
emerging digital ecosystem, and exploit publicly
available corporate vision videos.
• Incorporate challenging and inspiring examples,
such as visionary talks from TED, particularly in the
technology section, and keynote presentations via
Gartner Events On Demand. Also, consider guiding
board members to other fruitful sources so that they
can find and follow new ideas for themselves.
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Gartner for IT Leaders Toolkit 5
Are your managers and professionals
creative enough to digitally reimagine
your product or service?
http://upload.wikimedia.org/wiki
pedia/commons/f/fd/Light_0134
0_color.jpg
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Open Minds to Digital Product and Data
Innovation
• Open a dataset to the world.
Enable outsiders to explore your data,
which is a powerful form of "open
innovation." Who knows what new kinds
of value might be discovered?
• Run a digital product creativity
workshop.
Almost any group of managers and
professionals can be engaged in product
digitalization thinking. Try it.
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Gartner for IT Leaders Toolkit 7
Do you have technical people
in business departments?
Are they meddling amateurs or
valuable first-line support?
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Celebrate and Exploit Shadow IT as It
Becomes 'Everyone's IT'
• Engage with shadow IT, rather than ignoring or seeking to suppress it.
• Try a "shadow IT amnesty" — Offer a "no strings attached" consulting
service to help business units improve apps they are creating.
• Create an award (monetary or simply
recognition) for the best IT initiative
created outside the formal IT portfolio.
• Involve other C-level business leaders
in the adoption of everyone's IT as part
of your technology management
portfolio, to share the importance of
avoiding the downside risks to security,
coherence and maintainability created by
continued use of shadow IT.
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2. Transform Your IT
Organization's Orientation
From Internal Processes …
... To External
Differentiation
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Are your IT suppliers all trying to sell
you incremental improvements to the
same old enterprise technology?
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Explore Partnerships With Nonconventional
Vendors for Outward-Facing Differentiation
• Assign each person on your senior team to identify and explore
one or two nonconventional vendors.
• Look into opportunities not usually within scope
— for example, marketing design agencies, social planners and niche
technology vendors outside your enterprise's mainstream.
• Create open dialogues
— for example, by hosting a conference in which you share ideas about your
industry's possible digital futures, with the aim of creating shared vision and
ambition for the future.
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Are your IT performance metrics
driving the kind of advances your
business really needs?
99.999%
Availability
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Insist That IT Is Planned, Monitored and
Recognized in External Business Terms
• Monitor IT services' performance in terms of external business impact.
• Recognize with a monthly or quarterly league table the highest
contributors, in terms of value per cost and in terms of annual improvement,
to focus people's thinking toward external value.
• Double the percentage of your project portfolio that creates value
beyond simply efficiency, in terms of your enterprise mission and/or
profitability.
98.7% on-time
delivery of autonomous
truck route plans
• Create different KPIs for the parts of
the IT portfolio that face external
stakeholders (for example, valuing
speed over cost).
• Install three KPIs that assess
preparedness for the digital
industrial economy.
(see "The Gartner Business Value Model: A
Framework for Measuring Business
Performance" G00249947)
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Gartner for IT Leaders Toolkit 14
Did your business leadership team really
demand the latest multiyear IT "transformation,"
or did your own people suggest it?
Within just four years,
our architecture perfection
project could save up
to 5% of the IT budget!
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Block IT's "We've Always Done That" Missions
That Prevent Digital Agenda Progress
• Reconsider traditional IT transformations vs. digital business change.
• Don't be afraid to compare the revenue growth potential of digital
strategies with the cost-saving potential of an IT efficiency program.
• Businesses can't cost-cut their way to success indefinitely. You must
create new value for customers. Digital is now critical to that.
• Block, or halve the scope of, the next major IT
efficiency "self-made mission." Force the IT
organization to think about new kinds of IT value
creation. This shift of perspective could be the most
important leadership contribution you make in 2014.
• Ask who in the business (name
individuals — not departments) is really
demanding the ERP standardization or
shared-service project. If nobody is really
standing up for it, that tells you
something.
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3. Transform Your
Personal Approach
From Operational
Support …
… To Creative Leadership
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Modern technology helps you juggle
many tasks ... but does all that message
interruption let you think?
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Disconnect and Think
• Commit blocks of time on your
calendar to disconnect — completely —
to read, sketch and think deeply.
• Find a room with no connections. The
IT paradox is that you perform below your
best and feel uncreative partly because
you are so distracted by smartphone
beeps and IM pings.
• Trains, planes and coffee shops are
among plenty of places to "hide." But vary
them. Change the pattern.
• Do some fresh reading or revision on
the subject of critical thinking, and
apply it to the major proposals that are
being placed in front of you.
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Gartner for IT Leaders Toolkit 19
Is your professional social network
a bit of a mess?
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Broaden and Enrich Your Digital
Social Graph
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• Examine who you want and need in your social graph, considering named
individuals, the capabilities and skills you want to connect with, the background
of the people you want to link to, and their potential for onward networking to
their contacts.
• Look for people who can challenge
you, as well as those who can be your
friends.
• Compare your intended and actual
social graphs to find gaps that need
filling. Identify branches that need
pruning, and take action accordingly.
• If your existing social graph is too
cluttered, consider declaring a
complete "amnesty" refresh, by
dropping all contacts (on LinkedIn,
Facebook and so on) and starting
again.
• (see "Digital Anthropologists Have Important Skills for Emerging Digital Enterprise
Strategies" G00249733)
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Gartner for IT Leaders Toolkit 21
Are you doing exactly the same things as other CIOs in your industry?
Do you keep banging your head against the same old problems?
Is your leadership style getting a bit tired and uninspired?
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Spend Time Shadowing a Peer CIO in Another
Industry — As You Wade Into the Digital World
• Identify and contact possible
shadowing partners in a business and a
context at the other end of the spectrum.
• Aim to spend one day a month
shadowing them — and have them
spend time shadowing you — for six to
nine months in total.
• Capture and compare the insights,
learning points and consequent actions.
• Use conferences and networking
events, and maintain contact by phone
conversations, if you can't spend one
day a month to shadow.
(see "The Five Characteristics of a New
Breed of CIO“ G00248210)
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4. Set Aside Time …
… To Experience New
Technologies Personally
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www.rethinkrobotics.com
Set Aside Time to Experience Some New
Technologies Personally in 2014
24
• Pick one or more of
these technologies.
• Buy them, or go to
see them.
• Challenge yourself to
think of at least three
ways each one could
be used in your
industry.
Some technologies
must be experienced
to be understood.
Do it before you get
hijacked by a
colleague waving a
business magazine.
https://code.google.com/p/arducopter/
www.oculusvr.com
www.hapi.com
www.snapchat.com
www.lg.com/us/mobile-phones/gflex
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2014 Resolutions Summary
1. Transform Your Enterprise's Expectations from Conventional to DIGITAL.
A. Take Your Board on a Tour of the Digital Industrial Economy to Establish Objectives
B. Open Minds to Digital Product and Data Innovation
C. Celebrate and Exploit Shadow IT as It Becomes 'Everyone's IT‘
2. Transform Your IT Organization's Orientation from Internal Processes to
External Differentiation.
A. Explore Partnerships With Nonconventional Vendors for Outward-Facing Differentiation
B. Insist That IT Is Planned, Monitored and Recognized in External Business Terms
C. Block IT's "We've Always Done That" Missions That Prevent Digital Agenda Progress
3. Transform Your Personal Approach from Operational Support to Creative
Leadership
A. Disconnect and Think
B. Broaden and Enrich Your Digital Social Graph
C. Spend Time Shadowing a Peer CIO in Another Industry — As You Wade Into the Digital
World
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Recommendations
CIOs should adopt at least half of these resolutions, and at least
one from each of the main themes.
Expect to spend 5% of your time on these activities in total,
probably drawn from the time budgeted for personal growth and for
team leadership development.
Choose the most relevant emerging technologies that you'll
personally view and experience.
Revisit the 2014 Gartner CIO resolutions for more ideas and
suggestions, and adopt and apply them.
