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The
               New Voice
                  of the
                      CIO
                   Insights from the
                   Global Chief Information
                   Officer Study




Telecommunications Industry Executive Summary
Telecommunications Industry Executive Summary                                     1




Introduction
In a fast-moving business environment, how can today’s Chief Information
Officer (CIO) make the biggest impact on behalf of the entire organization?
To answer that question, we listened to over 2,500 CIOs worldwide,
including 80 CIOs from telecommunications (Telecom) companies, living in
37 countries. As part of our research, we also sought to understand the
differences between responses of CIOs from organizations with high profit
before tax (PBT) growth (referred to in this report as “High-growth CIOs”)
and CIOs from organizations with low PBT growth (“Low-growth CIOs”).
For details about our research, please see “How our research was
conducted.”

These one-hour, face-to-face conversations, along with our statistical and
financial analyses, made clearer the changing demands on CIOs. Not
content to be known only as consummate IT experts or perpetual seekers
of savings, CIOs are redefining their role.

The voice of the CIO is being heard in new ways – as CIOs are increasingly
recognized as full-fledged members of the senior executive team.
Successful CIOs are much more actively engaged in setting strategy,
enabling flexibility and change, and solving business problems, not just IT
problems.

Today’s Telecom CIOs spend an impressive 54 percent of their time on
activities that spur innovation. These activities include generating buy-in for
innovative plans, implementing new technologies and managing non-
technology business issues. The remaining 46 percent is spent on
essential, more traditional CIO tasks related to managing the ongoing
technology environment. This includes reducing IT costs, mitigating
enterprise risks and leveraging automation to reduce costs elsewhere in
the business.

CIOs universally acknowledge that some of their most important objectives
too often seem to clash: How can I support the introduction of new
services while avoiding the disruption of existing services? How can I
reduce costs while improving services? How can I balance the need to
influence business strategy with the need to provide top-notch IT support?
2                                                        The New Voice of the CIO




    Complementary, yet sometimes conflicting roles
    One CIO summed it up well: “In IT, we are not magicians, but we are
    certainly jugglers.” On any given day, CIOs are poised for the unexpected,
    leading an organization that solves a myriad of problems for customers,
    both internal and external. Without question, IT functions represent the
    lifeblood of most businesses. But CIOs told us that they can only turn
    more attention to new technology ideas after addressing current IT needs.

    After thousands of interviews, we found that successful CIOs actually
    blend three pairs of roles. These dual roles seem contradictory, but they
    are actually complementary. To characterize each role, we have coined a
    term that describes its dominant quality. At any given time, a CIO is:

    • An Insightful Visionary and an Able Pragmatist
    • A Savvy Value Creator and a Relentless Cost Cutter
    • A Collaborative Business Leader and an Inspiring IT Manager.
Telecommunications Industry Executive Summary                                   3




By integrating these three pairs of roles, the CIO:


Makes innovation real
It’s not enough to just plan for innovation – it needs a robust foundation.
When acting as an Insightful Visionary, a CIO is perceptive, promoting a
broad technology agenda to help the business profit from leading-edge
initiatives. The flip side of the Visionary is the Able Pragmatist role. As a
Pragmatist, a CIO deals with the realities of the business. The Pragmatist
also facilitates the productivity of current IT solutions to allow more time
and budget for innovation.


Raises the ROI of IT
Using IT to produce greater business value is vital, accompanied by an
ongoing focus on lower costs and higher efficiency. A Savvy Value Creator
finds new ways to help customers and the organization profit from how
data is used. The Relentless Cost Cutter, its counterpart, is focused on
managing budgets and processes to eliminate or reduce costs.


Expands business impact
To contribute the most to the organization, proven expertise in both
business and technical matters is vital. Part of the time, CIOs will engage
with the enterprise as Collaborative Business Leaders, to drive new
business initiatives and cultural shifts jointly with fellow CxOs. At other
times, the Inspiring IT Manager role occupies center stage to motivate the
IT organization and deliver superior IT performance.
4                                                         The New Voice of the CIO




    Adjusting the mix, one pair at a time
    It’s no surprise that CIOs must reconcile seemingly opposing mindsets.
    But our findings revealed ways they can be more effective in this everyday
    balancing act. Even some experienced CIOs acknowledged that they are
    sufficiently strong in just one or two of the six CIO roles. Yet every role
    requires at least some attention.

    The realities facing each individual influence how that CIO can, and
    should, manage change at any given time. Many factors impact the
    decisions about how much emphasis to place on any single role, including
    macroeconomic and regional conditions, industry-specific forces and
    various organizational characteristics, as well as the CIO’s own skills and
    aspirations.

    But despite the multiple forces in play, our findings show that successful
    CIOs discover ways to focus on high-value projects in support of their
    organizations. We share with you the voices of many CIOs and what
    they are doing to achieve three primary goals: to make innovation
    real, raise the ROI of IT and expand business impact.
Telecommunications Industry Executive Summary                                                                 5




Making
innovation
real
Insightful Visionary and
Able Pragmatist
The Insightful Visionary is active in setting strategy and helping the
business explore how technology can drive innovation. The Able               “The IT function has been involved
Pragmatist sets the stage for enacting innovation. Key Visionary actions      since the beginning in strategy
are to: push business/technology integration, champion innovation and         implementation. We are in daily
expand CIO influence. Key Pragmatist actions are to: enable the corporate     contact with the rest of the
vision, make working together easy and concentrate on core                    business.”
competencies.                                                                 Telecom CIO, Italy


New entrants and over-the-top (OTT) competitors offering Internet
Protocol-based services are rapidly commoditizing the traditional voice
telephony business, forcing the incumbent telecom providers to search for
new sources of revenue. This trend is driving the development of new
business models and innovative products. Telecom CIOs are in a unique
position to facilitate the transformation, both by helping to define the
changes that are required and by aligning IT with their companies’
business objectives.

High-growth Telecom CIOs understand the challenge very well. As
Insightful Visionaries, they recognize that successful innovation requires
deep involvement with the business. They are also more often members of
the most senior management team than their peers in low-growth telecom
6                                                                                     The New Voice of the CIO




                       organizations (see Figure 1). They are equally skilled in their role as Able
                       Pragmatists. They engage third-party businesses or IT service providers to
                       handle the least risky, day-to-day tasks 14 percent more frequently than
                       Low-growth CIOs, for example, thereby freeing up time to focus on their
                       key priorities.

            Figure 1   Insightful visionaries play a more strategic role
                       High-growth Telecom CIOs are more often members of the most senior management
                       team than Low-growth Telecom CIOs.

                       High-growth                                                  74%


    Telco industry     Low-growth                                                                         48%
                                                                                                          more
                                                                50%



                         Are you well-versed in how emerging technologies and innovative processes
                         can address uncovered business needs in the telecommunications industry?

                         In what ways do you plan to partner with third parties to increase the time you
                         devote to driving innovation within the business?

                         What new collaboration tools and processes are you using – and how are you
                         using them – to reach your customers, expand the knowledge networks of
                         employees and partners, and thus stimulate innovation?

                         Do you measure – and explain – the results of all IT initiatives in such a way that
                         your colleagues not only understand the results, but are also convinced and
                         inspired?
Telecommunications Industry Executive Summary                                                                   7




Raising the 

ROI of IT

Savvy Value Creator and
Relentless Cost Cutter
The Savvy Value Creator devises better solutions by understanding
customers’ needs, while the Relentless Cost Cutter is vigilant about         “We are focusing on identifying
trimming expenses wherever possible. Key Value Creator actions are to:        customers’ evolving needs, as
make the data contextual and insightful, reach customers in new ways,         driven by external forces, and
and enhance integration and transparency. Key Cost Cutter actions are to:     really putting customers at the
standardize to economize, centralize the infrastructure and keep cost         heart of our business.”
reduction a top priority.                                                     Telecom CIO, New Zealand


In order to become more competitive and reverse the inroads made by
new entrants, telecom carriers must leverage their customer insights
more effectively. They must also enable greater customer involvement to
deliver the best products, services and customer experiences. High-
growth Telecom CIOs excel in this respect. They create value by
proactively crafting data into actionable information more frequently than
Low-growth Telecom CIOs. But they are also Relentless Cost Cutters
who realize that margins are being eroded and that they must lower their
operating costs to improve their companies’ competitiveness and
profitability. Sixty percent of High-growth Telecom CIOs expect to
implement completely standardized, low-cost business processes over
the next five years, compared with just 42 percent of Low-growth
Telecom CIOs (see Figure 2).
8                                                                                  The New Voice of the CIO




           Figure 2   Cost-Cutters standardize
                      High-growth Telecom CIOs aim to simplify and automate their companies’ business
                      processes to reduce costs.

                      High-growth                                    60%


    Telco industry    Low-growth                                                                        43%
                                                                                                        more
                                                      42%



                        In what ways are you addressing the need for real-time, integrated information
                        about your customers and operations?

                        Do you actively reach out to the business to jointly capture relevant information
                        and do you suggest new ways it can provide value?

                        How can you leverage competitors’ experiences to further optimize business
                        and IT processes?

                        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?
Telecommunications Industry Executive Summary                                                                       9




Expanding
business
impact
Collaborative Business Leader and
Inspiring IT Manager
The Business Leader thoroughly understands the organization’s core
business and builds strong partnerships, internally and externally. The           “We CIOs are far ahead of the real
Inspiring IT Manager demonstrates personal IT expertise and advocates              world with technologies. We can
stronger skills across the IT organization. Key Business Leader actions are        realize more than we can sell.
to: know the business, get involved with business peers in non-IT projects,        Everything depends on how we
and present and measure IT in business terms. Key IT Manager actions               can make technologies
are to: cultivate truly extraordinary IT talent, lead the IT forces and enhance    understandable for our subscribers
the data.                                                                          and how we can create value for
                                                                                   them.”
As Collaborative Business Leaders, Telecom CIOs are genuine partners               Telecom CIO, Hungary
with other executives, jointly defining future business models. However,
High-growth Telecom CIOs are particularly closely involved in determining
business strategy; 74 percent decide on business strategy as members of
the most senior management team, compared with just 50 percent of
Low-growth Telecom CIOs.

Conversely, Low-growth Telecom CIOs outperform High-growth Telecom
CIOs as Inspiring IT managers, but High-growth Telecom CIOs lead the
way in all other respects. More than half of all High-growth Telecom CIOs
are creating IT Centers of Excellence, for example, whereas the number of
Low-growth Telecom CIOs who are doing so is still quite small (see Figure
3). Similarly, High-growth Telecom CIOs are doing more to ensure that the
data their companies hold is reliable, secure and readily available for use.
10                                                                                     The New Voice of the CIO




             Figure 3   Inspiring IT managers create IT centers of excellence
                        High-growth Telecom CIOs concentrate IT expertise in specialist centers to stimulate
                        business and technology innovation.

                         High-growth                              51%


     Telco industry
                         Low-growth                                                                        200%
                                                                                                           more
                                       17%



                          Do you leverage business relationships throughout the enterprise to expand
                          your scope of responsibilities beyond the IT organization?
                          How can you start the ongoing dialogue between the business and IT that also
                          drives shared objectives and measurements?
                          Are you a role model with state-of-the-art expertise in at least one IT domain?
                          Do you have a flexible, comprehensive plan to enhance business and
                          technology skills throughout the IT organization?
                          Is your IT organization passionate about protecting and improving the quality
                          and security of enterprise data?
Telecommunications Industry Executive Summary                                                                                     11




           Managing dual roles in the future
           Despite the multiple forces in play, our findings show that CIOs have
           discovered ways to focus on what matters most to them and their                               “To be a value innovator, we have
           organizations. The collective voice of more than 2,500 CIOs worldwide –                        to find ways to drive cost out of one
           including 80 Telecom CIOs – points to key actions to help CIOs attain the                      area in order to innovate in
           primary goals of making innovation real, raising the ROI of IT and                             another. We are investing in
           expanding business impact.                                                                     innovation that drives increases in
                                                                                                          customer value.”
           We have used these insights to complete profile analyses – visually                            Telecom CIO, United States
           represented by the “spider diagram” in Figure 4 – which provide a more
           structured way of enabling you to identify the areas where you want to
           concentrate. The diagram shows that there are some major differences
           between the ways in which High- and Low-growth Telecom CIOs perceive
           their roles. Those in high-growth companies see themselves primarily as
           Insightful Visionaries, Savvy Value Creators and Collaborative Business
           Leaders – all while retaining the pragmatism and cost-cutting focus
           necessary to thrive in the industry. Those in low-growth companies
           underperform their high-growth peers in every dimension except that of
           Inspiring IT Manager.

Figure 4	 Significant differences exist between the two groups
          High-growth Telecom CIOs aim to be visionaries, value creators and leaders, while Low-growth
          Telecom CIOs stress the importance of being Inspiring IT managers.
                                                   Insightful

                                                   Visionary



                                                     7

                                                     6	
                 Inspiring IT                                            Savvy Value
                   Manager                           5                   Creator

                                                     4

                                                     3



                 Relentless                                              Collaborative
                Cost Cutter                                              Business Leader




                                                                                       High-growth
                                                                                       Low-growth
                                                     Able

                                                  Pragmatist
12                                                           The New Voice of the CIO




     Over time, we expect CIOs to regularly assess how much weight they
     should place on each of the three pairs of roles. We recommend that
     Telecom CIOs should:

     •		 Champion innovation energetically to compete with new industry
         entrants, which are often more innovative and agile.
     •		 Focus more heavily on core competencies and access business
         services, specialty technologies or IT services through third parties, as
         necessary.
     •		 Address the growing demands of end-customers by providing much
         greater levels of integration, transparency and IT/business collaboration.
     •		 Further reduce costs by simplifying and automating essential processes
         and reusing data where possible.
     •		 Capitalize on opportunities to directly influence the business agenda
         and accept invitations to lead or participate actively in non-technological
         projects.
     •		 Actively promote business and technology innovation by creating IT
         Centers of Excellence.

     Our profiles offer CIOs a more structured approach to identify where they
     want to increase their focus and how to do it. Whichever role you choose
     to emphasize, we look forward to working with you.




     For further information, please send an e-mail to the IBM Institute for
     Business Value at iibv@us.ibm.com, or to download the complete IBM
     Global Chief Information Officer Study, visit our Web site:
     ibm.com/voiceofthecio
Telecommunications Industry Executive Summary                                  13




How our research was conducted
This report features Telecommunications insights from the inaugural edition
of our IBM Chief Information Officer (CIO) study – the latest in the ongoing
C-Suite Study Series developed by the IBM Institute for Business Value. To
better understand the challenges and goals of today’s CIOs, we met
face-to-face with 2,598 of them, in what is the largest known sample of
these executives. Between January and April 2009, we interviewed these
CIOs, who represent different sizes of organizations in 78 countries and 19
industries.1

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.


About the IBM Institute for
Business Value
The IBM Institute for Business Value, part of IBM Global Business
Services, develops fact-based strategic insights for senior business
executives around critical industry-specific and cross-industry issues.
Browse through our research library at ibm.com/iibv.
© Copyright IBM Corporation 2009

  IBM Global Business Services

  Route 100

  Somers, NY 10589

  U.S.A.

  Produced in the United States of America

  September 2009

  All Rights Reserved


  IBM, the IBM logo and ibm.com are trademarks or registered
  trademarks of International Business Machines Corporation in
  the United States, other countries, or both. If these and other IBM
  trademarked terms are marked on their first occurrence in this
  information with a trademark symbol (® or ™), these symbols
  indicate U.S. registered or common law trademarks owned by IBM
  at the time this information was published. Such trademarks may
  also be registered or common law trademarks in other countries. A
  current list of IBM trademarks is available on the Web at “Copyright
  and trademark information” at ibm.com/legal/copytrade.shtml

  Other company, product and service names may be trademarks or
  service marks of others.

  References in this publication to IBM products and services do not
  imply that IBM intends to make them available in all countries in
  which IBM operates.

 Notes and sources

 1 CIOs we interviewed in the following countries were counted in
   the Growth Markets category: Argentina, Australia, Bahrain, Brazil,
   Cameroon, Chile, China, Colombia, Croatia, Czech Republic,
   Ecuador, Egypt, Gabon, Georgia, Ghana, Guinea, Hong Kong,
   Hungary, India, Indonesia, Malaysia, Mexico, Morocco, New
   Zealand, Nigeria, Pakistan, Peru, Philippines, Poland, Qatar,
   Romania, Russia, Saudi Arabia, Singapore, Slovenia, Slovakia,
   South Africa, Taiwan, Thailand, Tunisia, Turkey, Uruguay, Venezuela
   and Vietnam. The Western Europe category includes CIOs from:
   Austria, Belgium, Denmark, Finland, France, Germany, Ireland,
   Israel, Italy, Luxembourg, Monaco, Netherlands, Norway, Portugal,
   Spain, Sweden, Switzerland, and United Kingdom. The North
   America category consists of CIOs from: Bahamas, Canada,
   Cayman Islands, Jamaica, Trinidad/Tobago and the United States.

   Our CIO respondents represented 19 industries. The
   Communications sector includes: media and entertainment;
   telecommunications; and energy and utilities. The Distribution
   sector includes: agriculture; airlines; consumer products and
   wholesale; food, beverages and tobacco; life sciences; mail,
   package and freight delivery; professional services; railroads;
   real estate; retail; transportation and logistics; and travel and
   tourism. The Industrial sector includes: aerospace and defense;
   automotive; chemicals and petroleum; computers and office
   equipment; electronics; energy (production and refining);
   engineering and machinery; forest and paper products; industrial
   products; and network and other communications equipment. The
   Financial Services sector includes: banking; financial markets;
   and insurance. The Public sector includes: education; government
   and public service; and healthcare payers and providers.




   CIE03061-USEN-01

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IBM's CIO Study: Telecom Industry Executive Summary

  • 1. The New Voice of the CIO Insights from the Global Chief Information Officer Study Telecommunications Industry Executive Summary
  • 2.
  • 3. Telecommunications Industry Executive Summary 1 Introduction In a fast-moving business environment, how can today’s Chief Information Officer (CIO) make the biggest impact on behalf of the entire organization? To answer that question, we listened to over 2,500 CIOs worldwide, including 80 CIOs from telecommunications (Telecom) companies, living in 37 countries. As part of our research, we also sought to understand the differences between responses of CIOs from organizations with high profit before tax (PBT) growth (referred to in this report as “High-growth CIOs”) and CIOs from organizations with low PBT growth (“Low-growth CIOs”). For details about our research, please see “How our research was conducted.” These one-hour, face-to-face conversations, along with our statistical and financial analyses, made clearer the changing demands on CIOs. Not content to be known only as consummate IT experts or perpetual seekers of savings, CIOs are redefining their role. The voice of the CIO is being heard in new ways – as CIOs are increasingly recognized as full-fledged members of the senior executive team. Successful CIOs are much more actively engaged in setting strategy, enabling flexibility and change, and solving business problems, not just IT problems. Today’s Telecom CIOs spend an impressive 54 percent of their time on activities that spur innovation. These activities include generating buy-in for innovative plans, implementing new technologies and managing non- technology business issues. The remaining 46 percent is spent on essential, more traditional CIO tasks related to managing the ongoing technology environment. This includes reducing IT costs, mitigating enterprise risks and leveraging automation to reduce costs elsewhere in the business. CIOs universally acknowledge that some of their most important objectives too often seem to clash: How can I support the introduction of new services while avoiding the disruption of existing services? How can I reduce costs while improving services? How can I balance the need to influence business strategy with the need to provide top-notch IT support?
  • 4. 2 The New Voice of the CIO Complementary, yet sometimes conflicting roles One CIO summed it up well: “In IT, we are not magicians, but we are certainly jugglers.” On any given day, CIOs are poised for the unexpected, leading an organization that solves a myriad of problems for customers, both internal and external. Without question, IT functions represent the lifeblood of most businesses. But CIOs told us that they can only turn more attention to new technology ideas after addressing current IT needs. After thousands of interviews, we found that successful CIOs actually blend three pairs of roles. These dual roles seem contradictory, but they are actually complementary. To characterize each role, we have coined a term that describes its dominant quality. At any given time, a CIO is: • An Insightful Visionary and an Able Pragmatist • A Savvy Value Creator and a Relentless Cost Cutter • A Collaborative Business Leader and an Inspiring IT Manager.
  • 5. Telecommunications Industry Executive Summary 3 By integrating these three pairs of roles, the CIO: Makes innovation real It’s not enough to just plan for innovation – it needs a robust foundation. When acting as an Insightful Visionary, a CIO is perceptive, promoting a broad technology agenda to help the business profit from leading-edge initiatives. The flip side of the Visionary is the Able Pragmatist role. As a Pragmatist, a CIO deals with the realities of the business. The Pragmatist also facilitates the productivity of current IT solutions to allow more time and budget for innovation. Raises the ROI of IT Using IT to produce greater business value is vital, accompanied by an ongoing focus on lower costs and higher efficiency. A Savvy Value Creator finds new ways to help customers and the organization profit from how data is used. The Relentless Cost Cutter, its counterpart, is focused on managing budgets and processes to eliminate or reduce costs. Expands business impact To contribute the most to the organization, proven expertise in both business and technical matters is vital. Part of the time, CIOs will engage with the enterprise as Collaborative Business Leaders, to drive new business initiatives and cultural shifts jointly with fellow CxOs. At other times, the Inspiring IT Manager role occupies center stage to motivate the IT organization and deliver superior IT performance.
  • 6. 4 The New Voice of the CIO Adjusting the mix, one pair at a time It’s no surprise that CIOs must reconcile seemingly opposing mindsets. But our findings revealed ways they can be more effective in this everyday balancing act. Even some experienced CIOs acknowledged that they are sufficiently strong in just one or two of the six CIO roles. Yet every role requires at least some attention. The realities facing each individual influence how that CIO can, and should, manage change at any given time. Many factors impact the decisions about how much emphasis to place on any single role, including macroeconomic and regional conditions, industry-specific forces and various organizational characteristics, as well as the CIO’s own skills and aspirations. But despite the multiple forces in play, our findings show that successful CIOs discover ways to focus on high-value projects in support of their organizations. We share with you the voices of many CIOs and what they are doing to achieve three primary goals: to make innovation real, raise the ROI of IT and expand business impact.
  • 7. Telecommunications Industry Executive Summary 5 Making innovation real Insightful Visionary and Able Pragmatist The Insightful Visionary is active in setting strategy and helping the business explore how technology can drive innovation. The Able “The IT function has been involved Pragmatist sets the stage for enacting innovation. Key Visionary actions since the beginning in strategy are to: push business/technology integration, champion innovation and implementation. We are in daily expand CIO influence. Key Pragmatist actions are to: enable the corporate contact with the rest of the vision, make working together easy and concentrate on core business.” competencies. Telecom CIO, Italy New entrants and over-the-top (OTT) competitors offering Internet Protocol-based services are rapidly commoditizing the traditional voice telephony business, forcing the incumbent telecom providers to search for new sources of revenue. This trend is driving the development of new business models and innovative products. Telecom CIOs are in a unique position to facilitate the transformation, both by helping to define the changes that are required and by aligning IT with their companies’ business objectives. High-growth Telecom CIOs understand the challenge very well. As Insightful Visionaries, they recognize that successful innovation requires deep involvement with the business. They are also more often members of the most senior management team than their peers in low-growth telecom
  • 8. 6 The New Voice of the CIO organizations (see Figure 1). They are equally skilled in their role as Able Pragmatists. They engage third-party businesses or IT service providers to handle the least risky, day-to-day tasks 14 percent more frequently than Low-growth CIOs, for example, thereby freeing up time to focus on their key priorities. Figure 1 Insightful visionaries play a more strategic role High-growth Telecom CIOs are more often members of the most senior management team than Low-growth Telecom CIOs. High-growth 74% Telco industry Low-growth 48% more 50% Are you well-versed in how emerging technologies and innovative processes can address uncovered business needs in the telecommunications industry? In what ways do you plan to partner with third parties to increase the time you devote to driving innovation within the business? What new collaboration tools and processes are you using – and how are you using them – to reach your customers, expand the knowledge networks of employees and partners, and thus stimulate innovation? Do you measure – and explain – the results of all IT initiatives in such a way that your colleagues not only understand the results, but are also convinced and inspired?
  • 9. Telecommunications Industry Executive Summary 7 Raising the ROI of IT Savvy Value Creator and Relentless Cost Cutter The Savvy Value Creator devises better solutions by understanding customers’ needs, while the Relentless Cost Cutter is vigilant about “We are focusing on identifying trimming expenses wherever possible. Key Value Creator actions are to: customers’ evolving needs, as make the data contextual and insightful, reach customers in new ways, driven by external forces, and and enhance integration and transparency. Key Cost Cutter actions are to: really putting customers at the standardize to economize, centralize the infrastructure and keep cost heart of our business.” reduction a top priority. Telecom CIO, New Zealand In order to become more competitive and reverse the inroads made by new entrants, telecom carriers must leverage their customer insights more effectively. They must also enable greater customer involvement to deliver the best products, services and customer experiences. High- growth Telecom CIOs excel in this respect. They create value by proactively crafting data into actionable information more frequently than Low-growth Telecom CIOs. But they are also Relentless Cost Cutters who realize that margins are being eroded and that they must lower their operating costs to improve their companies’ competitiveness and profitability. Sixty percent of High-growth Telecom CIOs expect to implement completely standardized, low-cost business processes over the next five years, compared with just 42 percent of Low-growth Telecom CIOs (see Figure 2).
  • 10. 8 The New Voice of the CIO Figure 2 Cost-Cutters standardize High-growth Telecom CIOs aim to simplify and automate their companies’ business processes to reduce costs. High-growth 60% Telco industry Low-growth 43% more 42% In what ways are you addressing the need for real-time, integrated information about your customers and operations? Do you actively reach out to the business to jointly capture relevant information and do you suggest new ways it can provide value? How can you leverage competitors’ experiences to further optimize business and IT processes? 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?
  • 11. Telecommunications Industry Executive Summary 9 Expanding business impact Collaborative Business Leader and Inspiring IT Manager The Business Leader thoroughly understands the organization’s core business and builds strong partnerships, internally and externally. The “We CIOs are far ahead of the real Inspiring IT Manager demonstrates personal IT expertise and advocates world with technologies. We can stronger skills across the IT organization. Key Business Leader actions are realize more than we can sell. to: know the business, get involved with business peers in non-IT projects, Everything depends on how we and present and measure IT in business terms. Key IT Manager actions can make technologies are to: cultivate truly extraordinary IT talent, lead the IT forces and enhance understandable for our subscribers the data. and how we can create value for them.” As Collaborative Business Leaders, Telecom CIOs are genuine partners Telecom CIO, Hungary with other executives, jointly defining future business models. However, High-growth Telecom CIOs are particularly closely involved in determining business strategy; 74 percent decide on business strategy as members of the most senior management team, compared with just 50 percent of Low-growth Telecom CIOs. Conversely, Low-growth Telecom CIOs outperform High-growth Telecom CIOs as Inspiring IT managers, but High-growth Telecom CIOs lead the way in all other respects. More than half of all High-growth Telecom CIOs are creating IT Centers of Excellence, for example, whereas the number of Low-growth Telecom CIOs who are doing so is still quite small (see Figure 3). Similarly, High-growth Telecom CIOs are doing more to ensure that the data their companies hold is reliable, secure and readily available for use.
  • 12. 10 The New Voice of the CIO Figure 3 Inspiring IT managers create IT centers of excellence High-growth Telecom CIOs concentrate IT expertise in specialist centers to stimulate business and technology innovation. High-growth 51% Telco industry Low-growth 200% more 17% Do you leverage business relationships throughout the enterprise to expand your scope of responsibilities beyond the IT organization? How can you start the ongoing dialogue between the business and IT that also drives shared objectives and measurements? Are you a role model with state-of-the-art expertise in at least one IT domain? Do you have a flexible, comprehensive plan to enhance business and technology skills throughout the IT organization? Is your IT organization passionate about protecting and improving the quality and security of enterprise data?
  • 13. Telecommunications Industry Executive Summary 11 Managing dual roles in the future Despite the multiple forces in play, our findings show that CIOs have discovered ways to focus on what matters most to them and their “To be a value innovator, we have organizations. The collective voice of more than 2,500 CIOs worldwide – to find ways to drive cost out of one including 80 Telecom CIOs – points to key actions to help CIOs attain the area in order to innovate in primary goals of making innovation real, raising the ROI of IT and another. We are investing in expanding business impact. innovation that drives increases in customer value.” We have used these insights to complete profile analyses – visually Telecom CIO, United States represented by the “spider diagram” in Figure 4 – which provide a more structured way of enabling you to identify the areas where you want to concentrate. The diagram shows that there are some major differences between the ways in which High- and Low-growth Telecom CIOs perceive their roles. Those in high-growth companies see themselves primarily as Insightful Visionaries, Savvy Value Creators and Collaborative Business Leaders – all while retaining the pragmatism and cost-cutting focus necessary to thrive in the industry. Those in low-growth companies underperform their high-growth peers in every dimension except that of Inspiring IT Manager. Figure 4 Significant differences exist between the two groups High-growth Telecom CIOs aim to be visionaries, value creators and leaders, while Low-growth Telecom CIOs stress the importance of being Inspiring IT managers. Insightful Visionary 7 6 Inspiring IT Savvy Value Manager 5 Creator 4 3 Relentless Collaborative Cost Cutter Business Leader High-growth Low-growth Able Pragmatist
  • 14. 12 The New Voice of the CIO Over time, we expect CIOs to regularly assess how much weight they should place on each of the three pairs of roles. We recommend that Telecom CIOs should: • Champion innovation energetically to compete with new industry entrants, which are often more innovative and agile. • Focus more heavily on core competencies and access business services, specialty technologies or IT services through third parties, as necessary. • Address the growing demands of end-customers by providing much greater levels of integration, transparency and IT/business collaboration. • Further reduce costs by simplifying and automating essential processes and reusing data where possible. • Capitalize on opportunities to directly influence the business agenda and accept invitations to lead or participate actively in non-technological projects. • Actively promote business and technology innovation by creating IT Centers of Excellence. Our profiles offer CIOs a more structured approach to identify where they want to increase their focus and how to do it. Whichever role you choose to emphasize, we look forward to working with you. For further information, please send an e-mail to the IBM Institute for Business Value at iibv@us.ibm.com, or to download the complete IBM Global Chief Information Officer Study, visit our Web site: ibm.com/voiceofthecio
  • 15. Telecommunications Industry Executive Summary 13 How our research was conducted This report features Telecommunications insights from the inaugural edition of our IBM Chief Information Officer (CIO) study – the latest in the ongoing C-Suite Study Series developed by the IBM Institute for Business Value. To better understand the challenges and goals of today’s CIOs, we met face-to-face with 2,598 of them, in what is the largest known sample of these executives. Between January and April 2009, we interviewed these CIOs, who represent different sizes of organizations in 78 countries and 19 industries.1 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. About the IBM Institute for Business Value The IBM Institute for Business Value, part of IBM Global Business Services, develops fact-based strategic insights for senior business executives around critical industry-specific and cross-industry issues. Browse through our research library at ibm.com/iibv.
  • 16. © Copyright IBM Corporation 2009 IBM Global Business Services Route 100 Somers, NY 10589 U.S.A. Produced in the United States of America September 2009 All Rights Reserved IBM, the IBM logo and ibm.com are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml Other company, product and service names may be trademarks or service marks of others. References in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in which IBM operates. Notes and sources 1 CIOs we interviewed in the following countries were counted in the Growth Markets category: Argentina, Australia, Bahrain, Brazil, Cameroon, Chile, China, Colombia, Croatia, Czech Republic, Ecuador, Egypt, Gabon, Georgia, Ghana, Guinea, Hong Kong, Hungary, India, Indonesia, Malaysia, Mexico, Morocco, New Zealand, Nigeria, Pakistan, Peru, Philippines, Poland, Qatar, Romania, Russia, Saudi Arabia, Singapore, Slovenia, Slovakia, South Africa, Taiwan, Thailand, Tunisia, Turkey, Uruguay, Venezuela and Vietnam. The Western Europe category includes CIOs from: Austria, Belgium, Denmark, Finland, France, Germany, Ireland, Israel, Italy, Luxembourg, Monaco, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, and United Kingdom. The North America category consists of CIOs from: Bahamas, Canada, Cayman Islands, Jamaica, Trinidad/Tobago and the United States. Our CIO respondents represented 19 industries. The Communications sector includes: media and entertainment; telecommunications; and energy and utilities. The Distribution sector includes: agriculture; airlines; consumer products and wholesale; food, beverages and tobacco; life sciences; mail, package and freight delivery; professional services; railroads; real estate; retail; transportation and logistics; and travel and tourism. The Industrial sector includes: aerospace and defense; automotive; chemicals and petroleum; computers and office equipment; electronics; energy (production and refining); engineering and machinery; forest and paper products; industrial products; and network and other communications equipment. The Financial Services sector includes: banking; financial markets; and insurance. The Public sector includes: education; government and public service; and healthcare payers and providers. CIE03061-USEN-01