The document summarizes Gartner's Executive Programs monthly report titled "Hunting and Harvesting in a Digital World: The 2013 CIO Agenda". It discusses the opportunities and challenges facing CIOs in an increasingly digital world. To fully realize the potential of digital technologies, CIOs must expand IT's strategic role beyond tending current operations to include hunting for new innovations and harvesting additional value. The 2013 CIO agenda focuses on strategy, funding, and skills to support this expanded role.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
Integration allows rapid business reconfiguration to create new business models and ecosystems while continually optimizing customer experience and business operations.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
What actions can leaders take to confirm their digital investments deliver and sustain value? The practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives.
Delivering on the Promise of Digital TransformationBMC Software
IT is at the center of the digital revolution. Working with business leaders to execute a digital transformation strategy that capitalizes on cloud computing, big data, social networking and smart devices is critical for success. For more information, visit www.bmc.com
Integration allows rapid business reconfiguration to create new business models and ecosystems while continually optimizing customer experience and business operations.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Plus de 80% des dirigeants estiment que le digital est clé pour leur entreprise, mais seuls 20% s’estiment excellents dans le domaine. Pour relever le défi du numérique, l’étude de PwC "Digital IQ" a identifié 5 bonnes pratiques qui boostent la performance des organisations. Les entreprises les plus dynamiques sur le digital se révèlent aussi être celles les plus innovantes et les plus rentables. Loïc Mesnage, responsable du Consulting en Technologie de PwC, et Matthieu Aubusson, responsable Transformation Digitale de PwC, en décryptent les résultats.
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
New Horizons - 2019 State of IT Training ReportTynan Fischer
New Horizon’s 2019 State of IT Training report
features responses from 1,514 IT professionals and
decision-makers to help you navigate the challenges,
opportunities and skills gaps facing the IT industry.
What technologies are companies adding in 2019
and beyond? Which training methods have the
highest return? What types of IT training should
businesses prioritize to remain competitive?
Discover how companies are approaching IT training
in 2019 and what you can do to future-proof your
workforce or career today.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
Gartner Symposium 2014 - Executive Summary Report Paul Woudstra
The world’s most important gathering of CIOs and senior IT executives, Gartner Symposium/ITxpo 2014 in Barcelona, Spain, had unprecedented demand this year and was one of most talked about and exciting conferences in its history. This conference is committed to guiding attendees on a
journey toward achieving success in the digital world.
This Executive Summary Report focuses on event highlights and t he three major crosscutting
themes that helped shape the Gartner Symposium/ITxpo 2014 CIO Program agenda. Together, they offered attendees a clear path to digital empowerment and new ideas to help them lead and grow within their organizations.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
Life sciences organizations must weigh their options for digital transformation. Here's an evaluative guide, with pros and cons and selection criteria, to three engagement models where digital innovation is either IT-centric, business-centric or managed by a 'new entity'.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
This presentation explains the importance and the description of the role of a Chief Digital Officer in any organization. This was presented by me at DQ Live 2015 event organized by Cyber Media Group on 11th March 2015 at The Grand New Delhi in front of 400+ business and technology leaders. Post which i was interviewed by ET Now TV Channel as well and event highlights along with key people's bytes were broadcasted by ET Now.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Plus de 80% des dirigeants estiment que le digital est clé pour leur entreprise, mais seuls 20% s’estiment excellents dans le domaine. Pour relever le défi du numérique, l’étude de PwC "Digital IQ" a identifié 5 bonnes pratiques qui boostent la performance des organisations. Les entreprises les plus dynamiques sur le digital se révèlent aussi être celles les plus innovantes et les plus rentables. Loïc Mesnage, responsable du Consulting en Technologie de PwC, et Matthieu Aubusson, responsable Transformation Digitale de PwC, en décryptent les résultats.
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
New Horizons - 2019 State of IT Training ReportTynan Fischer
New Horizon’s 2019 State of IT Training report
features responses from 1,514 IT professionals and
decision-makers to help you navigate the challenges,
opportunities and skills gaps facing the IT industry.
What technologies are companies adding in 2019
and beyond? Which training methods have the
highest return? What types of IT training should
businesses prioritize to remain competitive?
Discover how companies are approaching IT training
in 2019 and what you can do to future-proof your
workforce or career today.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
Gartner Symposium 2014 - Executive Summary Report Paul Woudstra
The world’s most important gathering of CIOs and senior IT executives, Gartner Symposium/ITxpo 2014 in Barcelona, Spain, had unprecedented demand this year and was one of most talked about and exciting conferences in its history. This conference is committed to guiding attendees on a
journey toward achieving success in the digital world.
This Executive Summary Report focuses on event highlights and t he three major crosscutting
themes that helped shape the Gartner Symposium/ITxpo 2014 CIO Program agenda. Together, they offered attendees a clear path to digital empowerment and new ideas to help them lead and grow within their organizations.
Three Engagement Models for Embracing Digital in Life SciencesCognizant
Life sciences organizations must weigh their options for digital transformation. Here's an evaluative guide, with pros and cons and selection criteria, to three engagement models where digital innovation is either IT-centric, business-centric or managed by a 'new entity'.
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
This presentation explains the importance and the description of the role of a Chief Digital Officer in any organization. This was presented by me at DQ Live 2015 event organized by Cyber Media Group on 11th March 2015 at The Grand New Delhi in front of 400+ business and technology leaders. Post which i was interviewed by ET Now TV Channel as well and event highlights along with key people's bytes were broadcasted by ET Now.
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
IoT: Powering the Future of Business and Improving Everyday LifeCognizant
New survey shows IoT at scale is a critical path, but many companies struggle to realize value. See how 10 companies are overcoming these challenges and succeeding in the new normal.
An agenda focused on your priorities.
This year, we’ve structured the agenda around your
mission-critical priorities, categorized under six tracks.
We’ve shifted from a framework that addresses a broad
set of roles to one that focuses on the high-impact
initiatives that you and your team must pursue to align
with overall enterprise priorities.
This is a decisive moment. A digital wave is sweeping through every industry, organization and culture.
There is no room to stand on the sidelines, no safe haven
to ride out this disruption. Digital will continue to defi ne and
redefi ne business for an entire generation to come.
This moment presents a defi ning challenge for every CIO and
senior IT executive: a chance to rise up, align mission-critical
priorities — yours and those of the enterprise — and drive
business outcomes. From big data to risk management, now
is the time to operate at two speeds: pursuing agile practices
to compete at the digital speeds while focusing on rock-solid
IT reliability to support your core business.
Gartner Symposium/ITxpo 2015 offers you the opportunity
to discover the precise speed, agility and leadership skills you
need to harness this massive wave of technology change.
From personal development to process reinvention, Gartner
is here to help you Rise to the Challenge.
The Gartner IT Financial, Procurement & Asset Management Summit 2014 was held on 17 – 18 September at the Lancaster London Hyde Park. This report ummarizes
and provides highlights from the event.
Building a Lean and Agile I&O – The Engine for your Digital Business
Digitalization is redefining the future of business, challenging I&O leaders to bring fresh new thinking to the IT Infrastructure and Operations space.
1. Gartner Executive Programs
Executive Summary
Hunting and Harvesting
in a Digital World:
The 2013 CIO Agenda
This is an Executive Summary of an Executive Programs monthly report. January 2013
Each report covers a relevant and compelling CIO topic and contains
tools, templates and case studies members can put to work in their own
unique context.
We are confident this summary will demonstrate the unmatched quality
of Gartner thought leadership and how our unique CIO research and
insight can support you as you advance your key initiatives.
2. Foreword
CIOs face a complex future, caught between current IT
operations and digital opportunities. On average, CIOs report
that their enterprises realize only 43% of technology’s
business potential. That number must improve if companies
are to realize value from IT in a digital world. The CIO agenda
for 2013 involves adopting new approaches to hunting for
innovations and opportunities that deliver digital value, while
harvesting increased business performance from products,
services and operations.
Gartner Executive Programs
3. The 2013 CIO Agenda addresses the question, What are the opportunities and challenges facing CIOs
in an increasingly digital world, and how are they addressing them?
As an agenda, this report concentrates on discussing the results of this year’s CIO survey and the
actions of leaders in the face of ongoing operations and emerging digital challenges. It raises more
questions than it answers but in the process seeks to help CIOs evaluate their agendas for the coming
year. The questions and answers establish the research agenda for 2013 and inform the direction of the
Executive Programs reports outlined in the final section of this report.
“Hunting and Harvesting in a Digital World: The 2013 CIO Agenda” was written by Mark McDonald
(group vice president and Gartner Fellow) and Dave Aron (vice president and Gartner Fellow).
Mark McDonald Dave Aron
We would like to thank the many organizations and individuals that generously contributed their insights
and experiences to the research, including:
• he 2,053 CIOs who responded to this year’s survey, representing more than $230 billion in CIO IT
T
budgets and covering 36 industries in 41 countries.
• he contributors to our interviews and case studies: Tunde Coker, Access Bank (Nigeria); Mike
T
Capone, ADP (U.S.); Saul Hernandez, Alpha Natural Resources (U.S.); Sabine Everaet, Coca-Cola
Europe (France); Fredrik Karlsson, DeLaval (Sweden); Mike Bracken, Government Digital Service
(U.K.); Claudio Laudeauzer, Grupo Fleury (Brazil); Joan Miller, Houses of Parliament (U.K.); Michael
Hanken, Multiquip (U.S.); Marc Franciosa, Praxair (U.S.); Tony Bridgewater, Salmat (Australia); Sundi
Balu, Telstra International Group (Hong Kong); and Scott Studham, University of Minnesota (U.S.).
• ther Gartner colleagues: Lisa Beck, Linda Cohen, Annemarie Earley, Sue Evans, Jolanta Gal,
O
Derek Galvin, Steven Lachowski, Bard Papegaaij, Claudia Ramos and Kevin Zhou.
• ther members of the CIO executive leadership research group: Richard Hunter, Raymond
O
Laracuenta, Ken McGee, Leigh McMullen, Mark Raskino, Andrew Rowsell-Jones, Michael Smith,
Lee Weldon and Colleen Young.
Visit gartner.com/cioagenda 1
4. Executive summary
According to CIOs, the enterprise realizes only a fraction of
technology’s potential. Realizing the full potential of digital
technology opportunities requires changing IT practices and
tools. To hunt for digital innovations and opportunities, and
consistently harvest value from products, services and
operations, CIOs must set an agenda that leads to new
attitudes, behaviors and roles.
2 Gartner Executive Programs
5. IT’s aspirations require addressing current realities
CIOs report that, on average, their enterprises realize only 43% of technology’s potential. Volatility,
uncertainty, change and other challenges erode business and IT capabilities, raising the stakes for
the business and IT. Though exceptional companies exist, the vast majority of IT organizations need
to address fundamental gaps in their performance relating to strategy, funding and skills. Only in this
way can IT meet digital business expectations and its own aspirations.
CIOs need a new agenda for digital business and beyond
How technology will support growth and results is a fundamental question for the future. It is no longer
sufficient to tend the IT “garden” and declare success. Digital technologies provide a platform to
achieve results, but only if CIOs adopt new roles and behaviors to hunt for digital value. CIOs require
a new agenda for digital business and beyond — an agenda that secures IT’s future strategic role,
funding and skills.
CIOs must hunt and harvest
Traditionally, the CIO role concentrated on tending to IT operations. However, the world has changed
and IT must adapt by extending its role in the enterprise. Hunting and harvesting entail new attitudes
and responsibilities for IT that reflect the realities of digital business. CIOs, therefore, have three tasks
today: Tend to the legacy, hunt for new digital business opportunities, and harvest value from business
process changes and extended products/services.
IT must set aside old rules and adopt new tools
In a world of change, it is concerning that a majority of CIOs, according to the survey, do not see
IT’s enterprise role changing over the next three years. IT rules regarding enablement, governance,
alignment, organization, metrics, etc. — created more than 20 years ago — addressed automating
and integrating business operations for cost reductions and efficiency gains. IT needs new tools if it
hopes to hunt for digital innovation and harvest raised business performance from products, services
and operations. Without change, CIOs and IT consign themselves to tending a garden of legacy assets
and responsibilities.
The 2013 CIO Agenda
The CIO agenda outlines the challenges for 2013 and the actions required for success. CIOs foresee
a finite set of tasks that define what they “do new,” undo, redo and choose not to do. These actions,
and decisions not to act, reflect the need to establish a new financial, organizational and enterprise
rationale for information technology.
Visit gartner.com/cioagenda 3
6. Executive summary
The 2013 CIO Agenda must deal with three interlocking
issues: IT strategy, funding and skills
IT’s digital aspirations demand that IT’s current realities be addressed. IT has emerged from a decade
of managing cost, risk, security, quality of service, etc. The digital world facing CIOs in 2013, however,
is radically different than the one they have known for the last 10 years. Actually, 2013 harks back
to 1997, inasmuch as the broad-scale adoption of digital technologies presents many of the same
challenges as the adoption of the Internet.
Now, as then, CIOs and IT leaders confront a changing technology model that entails corresponding
changes in IT strategy, funding and skills. Again, as shown in the figure below, these are interlocking
issues that require a coordinated response to convince the enterprise and the IT organization that the
future needs to be different from the past.
Three interlocking issues determine IT’s digital future
Strategy Funding
Skills
4 Gartner Executive Programs
7. The new agenda that CIOs need for the age of digital business goes beyond tending to current
concerns and embraces the following principles:
• xpand the strategic digital roles of the CIO and IT to establish new sources of relevance in a world
E
where marketing, sales and the customer experience garner more investment and innovation,
as well as attrition. Increasing IT’s digital strategic relevance establishes the rationale for more IT
funding (if it’s not strategic, why expect a budget increase?).
• nvest in digital IT by recapitalizing IT budgets that have been optimized to provide stable operations
I
at the lowest possible cost. A decade of doing more with less gives the enterprise more of the
same IT at a time when it needs to be digitally different. Increased funding in support of strategic
digital projects redefines the context for IT skills and capabilities.
• uild a digital IT organization by creating a cadre of new IT professionals, since a lack of skills is a
B
CIO’s Achilles’ heel, limiting the IT capacity and quality essential to digital results. Moreover, without
the right skills, CIOs cannot deliver on strategic objectives or generate a return on increased IT
investments.
Despite confidence in their ability to execute against business strategies and priorities, CIOs recognize
that the role of IT must change in response to a changing world. This is the reason for extending IT’s
role beyond tending to today’s operations, to hunting for digital innovations and harvesting current value
to produce additional results.
Tending, hunting and harvesting represent an expanded role
for IT in the digital world
IT’s role in a digital world is broader than its past role of tending to current operations and applications —
and realizing only a fraction of technology’s potential for the enterprise. CIOs who hope to extend IT’s
role in the digital world, however, must add new roles and behaviors.
While CIOs must hunt and harvest in the future, they still must tend to current concerns. This is where
changing and expanding business and IT leadership practices and tools come in.
CIOs recognize that they must set aside old tools and adopt new rules. They cannot simply add more
items to the agenda; there is not enough IT capacity to start new things without stopping others.
All this sets the context for presenting the 2013 CIO Agenda — not just as a set of recommendations,
but as an integrated approach defining “do new,” undo, redo and don’t do elements. Included in the full
report are descriptions of each element — its goals, requirements and actions.
Visit gartner.com/cioagenda 5
8. Gartner Executive Programs: become a member
With Gartner Executive Programs, you can be certain you are making the best possible decisions for
your enterprise. Backed by CIO experts who work with thousands of CIOs each year, members of
Executive Programs receive the insight and tools they need to lead their teams and increase IT’s
contribution to their enterprises’ success.
We adapt our capabilities to the way you work.
CIOs manage a full agenda, which is why your Gartner Executive Programs relationship team designs an
engagement plan specifically for your priorities. We’ll craft a custom value plan that maps our capabilities
to your immediate and long-term objectives and delivers value throughout your membership.
Lead with confidence.
Make decisions with confidence, from significant technology selection and governance modeling, to
advising your C-level peers about IT’s role in driving competitive advantage.
Tap into the largest community of CIOs in the world.
Reduce risk and save time by leveraging the insight and experience of other CIOs who have addressed
similar problems and opportunities both inside and outside your industry.
Deliver exceptional business results.
Interact with subject-matter experts who will equip you with proven methods, tools and techniques for
driving IT’s business contribution and communicating it to all levels of the organization, including the
board of directors.
Extend your vision, achieve your goals.
No CIO can do it alone. Benefit from Gartner insight delivered in your context, the world’s largest
community of CIOs, and unparalleled insight into the CIO role.
6 Gartner Executive Programs
9. Gartner Executive Programs delivers strategic value to CIOs
Service delivery
in your context
A service delivery team
focuses on your initiatives
• Membership starts with
a Member Value Plan, a Unique insight
road map of how Gartner into the CIO role
will work with you on your
key initiatives. Get expert input
• All substantive interactions • Access role-relevant
(including inquiries, research on your key
meetings and workshops initiatives, on demand.
at events) focus on your • Call Gartner experts to
key initiatives.
• Your team understands
CIO gain new insights as your
priorities evolve.
your priorities and delivers
Gartner insight in your
Value • Share key research with
your work team to brief
context. them on your top
initiatives.
• Attend Symposium/ITxpo
sessions and CIO workshops
focused on your
key initiatives.
• Review forward-looking
insight to challenge your
thinking about the future.
Unparalleled
CIO community
Collaborate and interact with your peers
• Largest CIO community.
• Interact with fellow CIOs with similar key initiatives — at
events, through facilitated peer networking and online.
Visit gartner.com/cioagenda 7
10. recent Gartner Executive Programs Reports
Business Capability Modeling Brings Clarity and Insight
to Strategy and Execution
December 2012
The Customer Experience Is the Next Competitive Frontier
Late November 2012
Selling Innovation to Senior Executives
November 2012
Determining the Right Level of IT Operational Spending
October 2012
CIO Ambitions: Breaking Through the Silicon Ceiling
September 2012
Unlocking the Power of a Great Marketing-IT Relationship
August 2012
Business Model Innovation: Unleashing Digital Value Everywhere
July 2012
Restructuring Your Application Portfolio
May/June 2012
Digitalizing the Business
April 2012
The Game Changes in the Front Office
March 2012
Sustainable Enterprise Change
February 2012
Amplifying the Enterprise: The 2012 CIO Agenda
January 2012
Apple: At the Vanguard of Change?
December 2011
New Skills for the New IT
November 2011
Building the IT Brand: Impacting the Front Office and Beyond
October 2011
CIO Power Politics
Special Report 2011
8 Gartner Executive Programs
11. Gartner Executive Programs: Our aim is your success.
To learn more, contact your account executive or visit gartner.com.
GARTNER EXECUTIVE PROGRAMS REPORTS are created from a yearly research agenda developed from
member feedback and the Gartner CIO Agenda report (informed by the world’s largest annual CIO survey).
From that agenda, 12 monthly reports are produced and sent out to members, as well as published on the
member portal.