Each CIO post description includes something resembling the 12 roles and requirements. This list outlines what CEOs are currently looking for in their CIOs. However, it's not necessarily what CEOs really need from their CIOs. In the current data-driven economy, in which analytics and software have become the main factors in business, executives must reconsider the hierarchies and silos that fueled the business in the past. There is no longer a need for "technology people" who work independently of "data people" who work in isolation from "sales" people or from "finance." Instead, they need to manage organizations where every employee is embraced by technology and data as integral to their work. They also require CIOs to guide them there. In this regard, redefining the business to accommodate the new data economy is the primary task executives have to today's top-of-the-line CIOs. Here's how: from Software and the Business to Software is the Business When Cargill began to put IoT sensors in shrimp ponds, Chief Information Officer Justin Kershaw realised that the $130 billion agriculture business was evolving into a digital enterprise. To determine the point at which IT should stop and where IoT technology engineering needs to begin, Kershaw did not call CIOs from other food and agricultural companies to discuss their experiences. He contacted the CIOs of SAP and Microsoft as well as various other companies that use software. He was thinking about reimagining the world's biggest agricultural business as a software business. Modern Delivery Moving software from a supporting role to leading position is the why is the issue, then modern delivery is the way to do it. Modern delivery involves an approach to product (rather as project) management rapid development and small teams of cross-functional experts which co-create, as well as continuous integration and delivery, all with a brand new financial model that supports "value" not "projects." However, don't try to build an modern SDLC. Instead, build a software development cycle (SDLC) on an industrial infrastructure. The architecture that is intended for this data-driven economy relies on platforms and cloud-connected, makes use of APIs that connect with an ecosystem outside and splits monolithic applications into microservices. "A platforms model encompasses more than just an architecture. It's a mental model that allows us to consider how vertically we can provide the vet, farmer, or pet's owners, then expand to think horizontally about ways to make solutions adaptable, scalable and secure" claims Wafaa Mamilli Chief Information Officer and Digital Officer of global animal health firm Zoetis. "Platforms can be flexible, intelligent and run algorithms that let us rapidly change. If we did not adopt the platform model and approach, we'd be funding these massive programs." The Democratisation of IT If you gift someone an uncooked fish, they can take a bite for a few hours.

1. What CEOs Really Want From CIOs of today
Each CIO post description includes something resembling the 12 roles and
requirements. This list outlines what CEOs are currently looking for in their
CIOs. However, it's not necessarily what CEOs really need from their CIOs.
In the current data-driven economy, in which analytics and software have become the
main factors in business, executives must reconsider the hierarchies and silos that
fueled the business in the past. There is no longer a need for "technology people" who
work independently of "data people" who work in isolation from "sales" people or from
"finance." Instead, they need to manage organizations where every employee is
embraced by technology and data as integral to their work.
They also require CIOs to guide them there. In this regard, redefining the business to
accommodate the new data economy is the primary task executives have to today's
top-of-the-line CIOs.
Here's how:

2. from Software and the Business to
Software is the Business
When Cargill began to put IoT sensors in shrimp ponds, Chief Information Officer
Justin Kershaw realised that the $130 billion agriculture business was evolving into a
digital enterprise. To determine the point at which IT should stop and where IoT
technology engineering needs to begin, Kershaw did not call CIOs from other food and
agricultural companies to discuss their experiences. He contacted the CIOs of SAP
and Microsoft as well as various other companies that use software. He was thinking
about reimagining the world's biggest agricultural business as a software business.
Modern Delivery
Moving software from a supporting role to leading position is the why is the issue, then
modern delivery is the way to do it. Modern delivery involves an approach to product
(rather as project) management rapid development and small teams of cross-functional
experts which co-create, as well as continuous integration and delivery, all with a
brand new financial model that supports "value" not "projects."
However, don't try to build an modern SDLC. Instead, build a software development
cycle (SDLC) on an industrial infrastructure. The architecture that is intended for this
data-driven economy relies on platforms and cloud-connected, makes use of APIs that
connect with an ecosystem outside and splits monolithic applications into
microservices.
"A platforms model encompasses more than just an architecture. It's a mental model
that allows us to consider how vertically we can provide the vet, farmer, or pet's
owners, then expand to think horizontally about ways to make solutions adaptable,
scalable and secure" claims Wafaa Mamilli Chief Information Officer and Digital Officer
of global animal health firm Zoetis. "Platforms can be flexible, intelligent and run
algorithms that let us rapidly change. If we did not adopt the platform model and
approach, we'd be funding these massive programs."
The Democratisation of IT
If you gift someone an uncooked fish, they can take a bite for a few hours. If you can
teach them to fish, they can eat for the rest of their lives. CIOs who provide IT to
hungry customers are giving out fish. CIOs who are using low-code/no-code platforms
and the latest governance models to develop self-service data capabilities transform
shadow IT into citizen developers that can catch themselves data. The hub-and-spoke
system, which incorporates data engineering and software in IT as well as Super -user
Machine Learning (ML) experts within the industries, is emerging as the predominant
model in this area.
The Cloud
I frequently hear CIOs state they don't think the benefits of cloud-based infrastructures
are worth it but they're missing the essence. Cloud computing is more than just

3. managing costs. It's also about embracing an entirely new development environment
that includes pre-fab services available for your teams that are agile.
Cloud computing is more than just managing costs.
According to Penelope Prett, CIO of Accenture, the future of technology is all about
the cloud. Her advice: “Don’t talk to your business sponsors about the clo ud as you do
with an ERP implementation. The cloud is an enabler for all that will come. If your
business partners understand that cloud is the cornerstone of what will happen in
technology for the next decade, not a business proposal with an ROI in 10 min utes,
then you can really start to make things happen.”
Useful Data
In the initial days during the initial phase of pandemics, I took an audio tour with
Fortune 500 CIOs, and I asked them "What capabilities do you wish you had in place
before the pandemic?" The majority of them said "analytics." The challenge for CIOs
looking to enhance their organization's analytics capabilities is one that's not new the
data integrity issue against the need for innovation.
"In IT, we have traditionally focused on protecting the single source of truth, but our
business functions want to experiment with the data," says Deepak Kaul, CIO of Zebra
Technologies. "To achieve this problem, we've remained the data engineering function
within IT and included machine learning experts in those business processes. The
customer's data remains pristine in the data warehouse however, the business
functions can play around in a cloud-based enterprise data lake. This allows us to
move from a defensive position to an offensive position."
Transformational The Leadership
Digital transformation is about automatising your current business and it demands a
tremendous amount of leadership, particularly in the area of the area of
standardisation of business processes. However, digital transformation, where you use
software to alter the way you run your business, requires an entirely new level of
transformational leadership.
Vipin Gupta the Chief Digital Officer of Toyota Financial Services, was part of the
executive team that pushed the company away from captive finance to offering an
alternative financing platform to other businesses in the automotive industry. The
digital transformation needed an overhaul of the entire organization, not just in terms
of technology, but also in operations, sales finance, operations, and customer
service. As the leader of cross-functional teams across the company, Gupta also led
the development of a brand new structure and a new production model for factories, as
well as brought the top executives of the company to leadership teams who were
solely responsible for eliminate obstacles to factories.
"The role of the CIO going forward is to be the architect of the future version of the
business," Gupta says. Gupta. "CIOs possess a comprehensive enterprise viewpoint
that allows them in order to shape the layout of not just the platform but also the
organisational, business and model of operations. Effective CIOs change IT by working

4. inside. But the best CIOs employ design thinking and inclusion to revolutionize IT by
influencing what happens beyond IT."
The transformation of the digital economy requires leadership at all levels such as
business model, organisational design, technology delivery model, culture and
architecture. CIOs need to move out of the job in "delivering IT to the business" and
take on the responsibility of re-designing their business models in order to be part
scientist, technologist and business leaders.
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