Dominando o 'Dragão Digital' | Encontro de Cios  DTI e Sucesu Minas 27/02/2014
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Dominando o 'Dragão Digital' | Encontro de Cios DTI e Sucesu Minas 27/02/2014

Dominando o 'Dragão Digital' | Encontro de Cios DTI e Sucesu Minas 27/02/2014

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Dominando o 'Dragão Digital' | Encontro de Cios  DTI e Sucesu Minas 27/02/2014 Dominando o 'Dragão Digital' | Encontro de Cios DTI e Sucesu Minas 27/02/2014 Presentation Transcript

  • Taming the Digital Dragon The 2014 CIO Agenda Dave Aron Graham Waller This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2013 Gartner, Inc. and/or its affiliates. All rights reserved.
  • Informed by Gartner's Annual CIO Survey 2,339 From Representing more than chief information officers 77 countries $300 billion of IT spending 150 Gartner analysts and executive partners helped shape the report 2
  • Percentage of Respondents by Country Survey Respondents by Geography EMEA 39% U.K.: 7% NA 38% Nordics: 6% Benelux: 4% Italy: 3% France: 3% World: 2,339 Respondents 77 Countries Asia/Pac 17% U.S.: 34% Canada: 4% Germany: 3% Australia: 5% Switz.: 2% Japan: 4% LA 6% Africa: 2% China: 3% Brazil: 4% Iberia: 1% India: 2% Mexico: 1% 39
  • The Digital Tsunami Is Upon Us "My business and its IT organization are being engulfed by a torrent of digital opportunities. We cannot respond in a timely fashion, and this threatens the success of the business and the credibility of the IT organization." "The IT organization has the right skills and capabilities in place to meet upcoming challenges." 4
  • 3D Printing Defined Stratasys/Solidscape Example 3D Systems Project Example Cross-section of bioprinted human liver tissue, 2013 Cool Vendor Organovo
  • Taming the Digital Dragon: The 2014 CIO Agenda 1. Welcome to the Third Era of Enterprise IT 2. Create Powerful Digital Leadership 3. Renovate the Core 4. Build Bimodal Capability 5. Craft Your Digital Legacy 3
  • We Are Entering a Third Era of Enterprise IT We are here IT Craftsmanship IT Industrialization Technology Processes Business Models Capabilities Programming, system management IT management, service management Digital leadership Engagement Isolated, disengaged internally and externally Treat colleagues as customers, unengaged with external customers Treat colleagues as partners, engage external customers Sporadic automation and innovation, frequent issues Services & solutions, efficiency & effectiveness Digital business innovation, new types of value Focus Outputs & Outcomes Digitalization 6
  • We Need a Three-Part Response to Tame the Digital Dragon IT Industrialization Digitalization 7
  • We Need a Three-Part Response to Tame the Digital Dragon Digitalization IT Industrialization • Clear digital roles • Savvy digital executives • Digital vision & digital legacy Create powerful digital leadership 7
  • We Need a Three-Part Response to Tame the Digital Dragon Digitalization IT Industrialization Create powerful digital leadership • Clear digital roles • Savvy digital executives • Digital vision & digital legacy Renovate the core of IT • • • • Information Cloud/Web-scale infrastructure Talent Sourcing 7
  • We Need a Three-Part Response to Tame the Digital Dragon Digitalization IT Industrialization Create powerful digital leadership • Clear digital roles • Savvy digital executives • Digital vision & digital legacy • • • • Renovate the core of IT • • • • Agile development Multidisciplinary teams Innovative partnerships New risk/speed trade-offs Build bimodal capability Information Cloud/Web-scale infrastructure Talent Sourcing 7
  • Taming the Digital Dragon: The 2014 CIO Agenda 1. Welcome to the Third Era of Enterprise IT 2. Create Powerful Digital Leadership 3. Renovate the Core 4. Build Bimodal Capability 5. Craft Your Digital Legacy 8
  • 18
  • The Chief Digital Officer Role Is on the Rise "If the CEO asks 'Who is in charge of digital?' and gets multiple responses, then there is no digital leadership." Baron Concors, CIO of Yum Restaurants International, former CIO and CDO of Pizza Hut Industry %CDOs 21% Media 13% Communications 11% Services 10% Banking 9% Insurance 9% Retail 5% Healthcare Providers 5% Government 5% Manufacturing & Natural Resources 3% Wholesale Trade 3% Education 4% Transportation 1% Utilities No. Am.: 5% EMEA: Lat. Am.: Asia/Pac: 6% 7% 11% Gartner predicts a tripling of the CDO role by 2015. Myth: The CDO role is not limited to media or information-intensive industries. 9
  • The Scope of the CDO's Role Is Broadening, Too CDO's Team CDO 9% 23% 15% 27% 26% CDO is sole advisor Small team of analysts Resources to pilot Substantial devt. Develop and run CDO's Background Bus. strategy 20% Combination 36% Other 16% 20% CDO CDO-CIO Integration Neutral/ Unclear 7% Don't know 22% 19% Marketing 42% 15% IT CDO's Reporting Line CEO CMO CIO Other 3% CDO Clear 65% 35% Mythbuster: The CDO is not, in general, a lone advisor. Most CDOs have a team. 10
  • A Digitally Savvy CEO Gives You Wings Growth Focus IT EFFECT. CIO POWER Growth Focus USER SAT. IT EFFECT. BUS. PERF. 8% of Enterprises Have CEOs Whose Digital Savvy Is Very Weak CIO POWER USER SAT. BUS. PERF. 7% of Enterprises Have CEOs Whose Digital Savvy Is Strong "We believe it's important to embed digital in the role of every key executive." Willem Eelman, global CIO, Unilever 12
  • Look to Close Digital Talent Gaps Talent Area Description Digital Design The ability to design compelling customer experiences in a digital context, including consideration of the capabilities of mobile and other devices, with a flavor of simplicity rather than complexity Data Science The ability to analyze large volumes of data; to mine social, multimedia and unstructured data; and to conduct near-real-time data analysis Digital Anthropology The ability to understand how information and technology interact with human behaviors Startup/SMB Management The ability of larger and more mature organizations to work with much smaller and less mature organizations for mutual benefit Agile Development The ability to develop solutions in a much more iterative and collaborative manner "Digital is different, and I think that less than a quarter of my team is ready and able to make the transition." Anonymous CIO 25
  • Build Enterprise Digital Savvy From the C-Suite Down "[Our leadership] have set it as a goal and objective for everyone in the company to become digitally enabled." Bill Ruh, vice president of Global Software Center, GE 13
  • Taming the Digital Dragon: The 2014 CIO Agenda 1. Welcome to the Third Era of Enterprise IT 2. Create Powerful Digital Leadership 3. Renovate the Core 4. Build Bimodal Capability 5. Craft Your Digital Legacy 14
  • Technology Priorities Represent Two Complementary Goals Ranking Based on How Many CIOs Cited Each as a Top-Three New Spending Priority for 2014 15
  • Renovate the Core More federated ERP, multienterprise, cloud components, mobile support, embedded analytics Increased adoption of public and private IaaS, PaaS, SaaS, BPaaS Volume/velocity/ variety; inmemory; advanced analytics Hybrid Cloud Use of SMBs/ startups; new categories of partners, e.g., mobile, design, analytics 16
  • The Future Still Looks Increasingly Cloudy When will more than half of your business run on public* cloud infrastructure + SaaS? 2011: 1,993 respondents; 2014: 2,252 respondents % of 2011 Survey Respondents In 2011 and 2014, 23% said "Never" % of 2014 Survey Respondents *2011 survey asked about cloud; in 2014, specified public cloud 19
  • The CIO Golden Rules for Approaching Public Cloud I. Whatever your plans, test public cloud quickly and safely to dispel myths; also, elevate executives' and the IT staff's understanding, as well as the internal dialogue. II. Manage internal and external expectations and concerns: Focus on issues and concerns around performance, control and innovation. III. Understand and communicate your primary goal: Is it innovation, agility, cost or something else? IV. Consider public cloud for multiple uses: long-term cost-effective agile capacity, interim capacity during periods of change, and as a tool to test. V. Plan for a hybrid architecture based on economics, performance/agility needs and regulatory/security/privacy considerations. VI. Don't get stuck with websites only; don't discount mission-critical systems on the public cloud out of hand. VII. Ensure that you have the right partner: Focus on reliability, configurability, granularity of pricing and availability of tools. VIII. Retain the ability to exit a cloud partnership — gracefully — with your data intact. 20
  • Sourcing: Time for Change 70% 57% 55% will change their technology and sourcing relationships in the next 2 to 3 years for a variety of reasons: 52% 46% 45% 28% Price/ Service Price Structure Quality Flexibility 46% Ability to Partner Innovation Scale need to work with new categories of partners, e.g.: Cloud Mobility Digital Agency Big Data Analytics Social "IT sourcing strategies must be structured to enhance IT agility and address the needs of digital businesses. Organizations that don't adapt their strategies, and the competencies required to execute them effectively, will fail to achieve the value opportunities presented by a highly digitalized future." Ian Marriott, Gartner Research VP 21
  • CIOs Do Not Feel That the Innovation Will Come From the Usual Suspects Which technology company has been most influential over the past 10 years? Other Which will be in the next 10 years? Gartner annual CIO Survey, 2013; percent of respondents mentioning each brand; 1,305 respondents (last 10 years)/1,255 respondents (next 10 years) 22
  • The CIO Golden Rules for Working With Smaller Partners I. Build a competency center around working with smaller companies; recognize that it is much more than a procurement exercise. II. Consider a broad range of partners: startups, incubators, universities, crowdsourcing, local SMBs, citizen development. III. Design the relationship for win-win: Don't try to push smaller companies into accepting the minimum price/maximum delivery — they might say yes because they want to work with you, but it might kill them. IV. Keep the legals light and focused on intellectual property. Don't focus on the liabilities if they fail. V. Expect to put a project management/delivery wrapper around small partners — let them focus on and bring what they are good at. VI. Think about the partner's cash flow as well as its profit; you may need to adapt your payment processes (lower latency, higher frequency). VII. Develop the ability to do quick, lightweight audits of potential small partners. (Neither you nor they can afford to do slow, heavy ones.) Focus on the people and their capabilities. VIII. Make every effort not to constrain partners in terms of methodology, tools or approach. Focus on the outputs. IX. Don't try to lock small partners into working only with you. Manage intellectual property issues in conventional ways. 24
  • Taming the Digital Dragon: The 2014 CIO Agenda 1. Welcome to the Third Era of Enterprise IT 2. Create Powerful Digital Leadership 3. Renovate the Core 4. Build Bimodal Capability 5. Craft Your Digital Legacy 26
  • Bimodal IT Offers a Way to Get Unstuck Agile dev. Small/ Waterfall innovative partners development Lightweight Known vendors Stuck in the middle "Just good Strong governance "Fit for no one" enough" governance Minimized risk Managed risk Technology teams Multidisciplinary teams Traditional Mode Nonlinear Mode "The reality is that you do have NON LINEAR to operate at two needs: speeds, and some of that you do by Absorb disruptive newcreating dedicated business teams for each. Models Focusing on the big Fast to Reactsystems, making them run capture business smooth, moments while at the same time having disrupters Flex painlessly to to innovate, support innovations together with marketing evolve Explore andand the customer, solutions that are exploiting digital." surrounded by Willem Eelman, uncertainty global CIO, Unilever Myth: The second mode of IT is not only applicable where speed is needed, it is not only applicable for experiments, and it is not only applicable for non-mission-critical initiatives. 27
  • Almost Half of CIOs Have Begun the Bimodal Journey 45% of CIOs currently have a second fast/ agile mode of operation. 47% operate separate teams. But most have not exploited all the facets of bimodal: 43% partner with small businesses. 8% use crowdsourcing/innovation marketplaces. Myth: Nonlinear is not only about software development. 28
  • To Compete in a Digital World, We Need to Complete Our Bimodal Capability IT Craftsmanship CIO CIO OOCIO Functional/ Process Silos Digitalization IT Industrialization CIO CDO OOCIO CTO CTO Run D Grow/ Change CTO Multidisciplinary Product Teams Chief technology officer, acting as chief operating officer of IT CDO Run D P&L Owners Chief digital officer, acting as digital change agent OOCIO Office of the CIO, running IT as a business (strategy, governance, security and risk, etc.) Run Grow/ Change D Run = every aspect of IT needed to keep the business running Grow/change = every aspect of IT needed to execute on growth and change Demand management = internal demand/relationship/account managers facing off to BUs 29
  • The CIO Golden Rules for Building a Bimodal IT Organization I. Be clear and create principles of what goes into conventional IT, and what goes into nonlinear. Default criteria: need for speed, need to innovate, high levels of uncertainty. II. Design all components to form a consistent nonlinear environment: structure, staffing, sourcing, governance, metrics, tools. III. Apply lightweight architectural governance to ensure that nonlinear mode initiatives don't make a mess, but governance shouldn't be too heavy/slow. IV. Provide sufficient focus on the ability to refactor/industrialize nonlinear mode into conventional mode IT, and to unleash conventional systems into the nonlinear world when the need arises. V. Consider skills and cultural aptitude (e.g., neophilia, tolerance for risk/uncertainty) in staffing the nonlinear mode organization. VI. Be brave about the need for new people/skills/culture in nonlinear; don't set yourself up for failure with the wrong people. VII. Don't use placement in the nonlinear mode organization as a reward for your best staff; they may not be a cultural fit. VIII. Manage communications so that conventional and nonlinear mode IT are seen as important and exciting places to work. IX. Manage the cultural distance of the nonlinear mode team from the core of the company — not too near, not too far. 32
  • Taming the Digital Dragon: The 2014 CIO Agenda 1. Welcome to the Third Era of Enterprise IT 2. Create Powerful Digital Leadership 3. Renovate the Core 4. Build Bimodal Capability 5. Craft Your Digital Legacy 33
  • In This Time of Transition, CIOs Are Reflecting on Their Lasting Impact "I will transform education from paper-based with siloed data to digital information provided in real time that impacts students, teachers, parents and administrators." "Increased patient empowerment through digital health solutions." "Using digital technologies to personalize content and create better engagement opportunities." "Enabling a workforce for the next generation that sees business for the first time via a digital lens, and has the tools to operate without borders." "IT generates revenue." "The people I have trained and mentored wherever they may apply themselves." "Solutions for our country: payment system, digital signature system and economic solution systems that our citizens need." "Cloud infrastructure with digital services." "Collaborative digital leadership." "IT will be the experts, but technology will be everyone's job." 34
  • Craft Your Digital Legacy 35
  • Recommended Gartner Research Overall/Digital:  "Hunting and Harvesting in a Digital World: The 2013 CIO Agenda," Mark P. McDonald, Dave Aron (G00248536)  "Let's Get Digital: A Template for Digital Business Strategy," Dave Aron, Lee Weldon (G00257724)  "The Gartner Travel Guide to the First Digital Decade," Lee Weldon, Jeffrey R. Cole, Mark P. McDonald, Stephanie Woerner (G00255443)  "CEO and Senior Executive Survey 2013: As Uncertainty Recedes, the Digital Future Emerges," Mark Raskino, Jorge Lopez (G00247308) Digital Leadership:  "CEOs and CIOs Must Co-Design the C-Suite for Digital Leadership," Mark Raskino, Dave Aron, Patrick Meehan, Jennifer S. Beck (G00258536)  "Does Your Business Need a Chief Digital Officer?" Dave Aron (G00238298)  "Toolkit: Chief Digital Officer Job Description," Dave Aron, Diane Berry, Lily Mok (G00249735)  "Early Trends in Recruiting Chief Digital Officers," Ken McGee (G00258352)  "The Three Types of Digital Business Leader," Dave Aron, Laura McLellan, Yvonne Genovese (G00251979) Renovate the Core:  "Develop a Strategic Road Map for Postmodern ERP in 2013 and Beyond," Alexander Drobik, Nigel Rayner (G00252735)  "Hybrid Cloud Is Driving the Shift From Control to Coordination," Daryl C. Plummer, David Mitchell Smith (G00252934)  "Use Web-Scale IT to Make Enterprise IT Competitive With the Cloud," Cameron Haight, Daryl C. Plummer (G00250754)  "Approaching cloud services strategically helps Banco Bilbao Vizcaya Argentaria simplify platforms and processes while enhancing productivity," Dave Aron, Mark P. McDonald (G00231037)  "The Art of Innovating by Partnering With Small Companies," Dave Aron, Nick Jones (G00239799) Bimodal Capability:  "Innovate Like a Startup: The CIO's Front Office Toolkit," Leigh McMullen, Richard Hunter, Jeffrey R. Cole (G00254272)  "Toolkit: Pace-Layered Application Strategy Starter Presentation," Bill Swanton (G00249808) 36
  • Next… 35
  • Taming the Digital Dragon The 2014 CIO Agenda OBRIGADO celso.chapinotte@gartner.com This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2013 Gartner, Inc. and/or its affiliates. All rights reserved.