Read about the findings of the 2009 Chief Information Offier (CIO) Study, which revealed how role of the CIO in the petrochemical industry is changing. They are becoming more involved in business strategy development rather than just information technology.
IBM Retail | The new role of the Chief Information Officer: A studyIBM Retail
The role of the Chief Information Officer (CIO) is being refined in today's organization. IBM initiated a study of over 2,500 CIOs worldwide to understand the differences between responses from organizations with high and low PBT growth. Learn how today's CIO can make the biggest impact in your organization.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for CIOs depending on their assigned mandate.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
IBM Retail | The new role of the Chief Information Officer: A studyIBM Retail
The role of the Chief Information Officer (CIO) is being refined in today's organization. IBM initiated a study of over 2,500 CIOs worldwide to understand the differences between responses from organizations with high and low PBT growth. Learn how today's CIO can make the biggest impact in your organization.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for CIOs depending on their assigned mandate.
Whole-brain leadership prepares C-suites for the digital challenges ahead, ensuring seamless growth and high-value problem solving capabilities. Read more.
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
Unlocking the Power of Digital Transformation: Freeing IT from Legacy Constra...Brocade
Global study shows legacy decisions, technology and perceptions are impacting innovation and business performance. View the full report, here: http://www.brocade.com/content/dam/common/documents/content-types/infographics/brocade-digital-transformation-legacy-constraints-wp.pdf
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
The document discusses identifying and managing sources of business growth. It notes that the human dimension, including customer/supplier relationships, talent development, and intellectual capital, represent a major shift and provide the greatest value for many organizations. Effective human capital management can provide a competitive advantage. The document recommends that organizations embed human capital strategy within overall business strategy, get the right information and translate it into actionable insights, leverage relevant skills to bring credibility to data and actions, and structure the organization to encourage collaboration between functions like finance and HR.
To help CIOs become strategic leaders who can drive growth, the article recommends five quick wins:
1. Develop and roll out new strategic technologies like cloud, business intelligence, and ERP systems to future-proof businesses and improve decision-making.
2. Treat data as a strategic asset by implementing robust ERP systems to transform businesses through increased efficiency, analytics, and customer satisfaction.
3. Think about customers and their experiences to align IT with business priorities.
4. Take a collaborative approach to balance innovation with maintaining core systems and infrastructure.
5. Automate processes to free up time for CIOs to focus on strategic goals instead of operational tasks.
1) The document discusses how corporate social responsibility has become a strategic priority for many organizations as they recognize the need for more sustainable business practices.
2) It argues that to meet strategic sustainability objectives, organizations need new sources of operational, supply chain, and customer information to gain insights. However, many organizations still lack the relevant information to make strategic decisions regarding sustainability.
3) The document suggests that leading organizations collaborate with partners across their ecosystems to share information, benchmark practices, and develop common sustainability standards in order to improve their performance while increasing efficiency.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
The Post-Recession Call Center – The Focus, the Spend and the Opportunity After 18 months of a grim economy, companies are emerging from one of the most volatile business environments in recent history. Some are still feeling the pinch, while others are optimistic about what 2010 will bring. Regardless, companies are – for the first time in a long while – looking ahead, exiting survival mode and focusing on how they are going to gain a competitive advantage in a post-recession environment.
2013 q1 McKinsey quarterly - Putting time to workAhmed Al Bilal
This document discusses time management challenges at organizations and provides potential solutions. It begins by noting that a McKinsey survey found just 9% of senior executives were highly satisfied with their time management and about a third were dissatisfied. It then argues that the roots of this issue go beyond individual time management and require organizational solutions such as time budgets, better organizational design, tools, and incentives. Several articles in the document explore how senior leaders can better prioritize efforts to align their organizations and boost productivity through improved time management, social media skills, and increasing the meaningfulness of work. The document aims to help executives address challenges of limited time in leading their organizations effectively.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
The Last Word: The 50-Year Journey to Digital BusinessCognizant
To make good on the promise of the digital age, established companies must master a veritable Rubik's Cube of thorny challenges. The solution lies in understanding three key historical precedents and four perennial seasons of change.
The CIO's role in operationalizing IT innovation Manik Aryapadi
The document discusses the CIO's role in operationalizing IT innovation within organizations. It finds that while CIOs understand the importance of innovation, only a small percentage of IT budgets are spent on it and results are mixed. Top innovators separate themselves through leadership focus on differentiation, engaged organizations, collaboration, process rigor, investing in innovation, and fostering a culture of innovation. The CIO can assess the current innovation capabilities, create idea identification and commercialization processes, and sustain momentum through champions to help operationalize innovation.
The covid-19 pandemic boosted the Digitalization initiative. Every company started relying more on digital technologies to continue their business operations. To cope with this changing environment, employees planned to improve their skills and started learning new things virtually; this gave rise to E-learning during the pandemic. The future of E-learning looks excellent because it is the easiest way to learn.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
"Electronics Industry CIOs Executive SummaryIBMElectronics
"How can today’s CIO make the biggest impact on behalf of the entire organization? We listened to over 2,500 CIOs worldwide. The
electronics industry was represented, with 128 CIOs from 26
countries."
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
The New Voice of the CIO: Travel, Transportation and the CIO RoleIBMTransportation
The document summarizes a study of Chief Information Officers (CIOs) in the travel and transportation industry. It finds that successful CIOs balance three pairs of roles:
1) Insightful Visionary and Able Pragmatist - Focusing on innovation while also enabling current operations.
2) Savvy Value Creator and Relentless Cost Cutter - Creating business value from IT while also reducing costs.
3) Collaborative Business Leader and Inspiring IT Manager - Partnering with business leaders and also managing IT operations.
CIOs in the travel industry face pressures from economic challenges but high-growth companies see their CIOs playing bigger strategic roles and collaborating more
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for each mandate based on responses from CIOs in the study.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary then provides a brief overview of each mandate, including the typical business view of IT, key focus areas, and essential actions for CIOs operating under each mandate.
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
This document discusses 10 technology trends that could impact organizations over the next 18-24 months according to Deloitte's annual Technology Trends report. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies CIOs have invested in but warrant reexamination due to new developments or potential use cases. One disruptor trend discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio to help drive business growth and innovation. The summary discusses how CIOs can adopt strategies for portfolio investment, valuation, risk assessment, and talent management from the venture capital field.
Unlocking the Power of Digital Transformation: Freeing IT from Legacy Constra...Brocade
Global study shows legacy decisions, technology and perceptions are impacting innovation and business performance. View the full report, here: http://www.brocade.com/content/dam/common/documents/content-types/infographics/brocade-digital-transformation-legacy-constraints-wp.pdf
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating impacts in a way business leaders understand.
This document discusses trends in technology for 2014 and focuses on how emerging technologies can disrupt business and society. It identifies 10 trends that could impact organizations over the next 18-24 months. The trends are divided into two categories: disruptors, which can create sustainable positive disruption in IT capabilities and business operations; and enablers, which are technologies that many CIOs have already invested in but warrant another look due to new developments or potential use cases. One of the disruptor trends discussed is the CIO taking a more venture capital-like approach to managing the IT portfolio by focusing on driving enterprise value, continually evaluating performance, and communicating results in a way business leaders can understand.
The document discusses identifying and managing sources of business growth. It notes that the human dimension, including customer/supplier relationships, talent development, and intellectual capital, represent a major shift and provide the greatest value for many organizations. Effective human capital management can provide a competitive advantage. The document recommends that organizations embed human capital strategy within overall business strategy, get the right information and translate it into actionable insights, leverage relevant skills to bring credibility to data and actions, and structure the organization to encourage collaboration between functions like finance and HR.
To help CIOs become strategic leaders who can drive growth, the article recommends five quick wins:
1. Develop and roll out new strategic technologies like cloud, business intelligence, and ERP systems to future-proof businesses and improve decision-making.
2. Treat data as a strategic asset by implementing robust ERP systems to transform businesses through increased efficiency, analytics, and customer satisfaction.
3. Think about customers and their experiences to align IT with business priorities.
4. Take a collaborative approach to balance innovation with maintaining core systems and infrastructure.
5. Automate processes to free up time for CIOs to focus on strategic goals instead of operational tasks.
1) The document discusses how corporate social responsibility has become a strategic priority for many organizations as they recognize the need for more sustainable business practices.
2) It argues that to meet strategic sustainability objectives, organizations need new sources of operational, supply chain, and customer information to gain insights. However, many organizations still lack the relevant information to make strategic decisions regarding sustainability.
3) The document suggests that leading organizations collaborate with partners across their ecosystems to share information, benchmark practices, and develop common sustainability standards in order to improve their performance while increasing efficiency.
1) Most companies now have a PMO (84%), which have generally been in place for a few years.
2) PMO budgets average $500,000 while overseeing project budgets of $8 million.
3) Resource management remains a key challenge for PMOs, especially for more mature ones.
The Post-Recession Call Center – The Focus, the Spend and the Opportunity After 18 months of a grim economy, companies are emerging from one of the most volatile business environments in recent history. Some are still feeling the pinch, while others are optimistic about what 2010 will bring. Regardless, companies are – for the first time in a long while – looking ahead, exiting survival mode and focusing on how they are going to gain a competitive advantage in a post-recession environment.
2013 q1 McKinsey quarterly - Putting time to workAhmed Al Bilal
This document discusses time management challenges at organizations and provides potential solutions. It begins by noting that a McKinsey survey found just 9% of senior executives were highly satisfied with their time management and about a third were dissatisfied. It then argues that the roots of this issue go beyond individual time management and require organizational solutions such as time budgets, better organizational design, tools, and incentives. Several articles in the document explore how senior leaders can better prioritize efforts to align their organizations and boost productivity through improved time management, social media skills, and increasing the meaningfulness of work. The document aims to help executives address challenges of limited time in leading their organizations effectively.
Digital Leadership Interview : James Patterson, MVP and Head of Capital One LabsCapgemini
"Creating excellence at small scale is relatively straightforward. Doing so at scale is extremely hard. And that’s where most innovation centers struggle."
The Last Word: The 50-Year Journey to Digital BusinessCognizant
To make good on the promise of the digital age, established companies must master a veritable Rubik's Cube of thorny challenges. The solution lies in understanding three key historical precedents and four perennial seasons of change.
The CIO's role in operationalizing IT innovation Manik Aryapadi
The document discusses the CIO's role in operationalizing IT innovation within organizations. It finds that while CIOs understand the importance of innovation, only a small percentage of IT budgets are spent on it and results are mixed. Top innovators separate themselves through leadership focus on differentiation, engaged organizations, collaboration, process rigor, investing in innovation, and fostering a culture of innovation. The CIO can assess the current innovation capabilities, create idea identification and commercialization processes, and sustain momentum through champions to help operationalize innovation.
The covid-19 pandemic boosted the Digitalization initiative. Every company started relying more on digital technologies to continue their business operations. To cope with this changing environment, employees planned to improve their skills and started learning new things virtually; this gave rise to E-learning during the pandemic. The future of E-learning looks excellent because it is the easiest way to learn.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
"Electronics Industry CIOs Executive SummaryIBMElectronics
"How can today’s CIO make the biggest impact on behalf of the entire organization? We listened to over 2,500 CIOs worldwide. The
electronics industry was represented, with 128 CIOs from 26
countries."
IBM's CIO Study: Telecom Industry Executive SummaryIBMTelecom
As part of IBM's Chief Information Officer (CIO) Study, we listened to more than 2,500 CIOs worldwide including 80 CIOs from telecommunications (Telecom) companies. This Executive Summary focuses on findings related to our conversations with Telecommunications CIOs.
The New Voice of the CIO: Travel, Transportation and the CIO RoleIBMTransportation
The document summarizes a study of Chief Information Officers (CIOs) in the travel and transportation industry. It finds that successful CIOs balance three pairs of roles:
1) Insightful Visionary and Able Pragmatist - Focusing on innovation while also enabling current operations.
2) Savvy Value Creator and Relentless Cost Cutter - Creating business value from IT while also reducing costs.
3) Collaborative Business Leader and Inspiring IT Manager - Partnering with business leaders and also managing IT operations.
CIOs in the travel industry face pressures from economic challenges but high-growth companies see their CIOs playing bigger strategic roles and collaborating more
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary describes the typical responsibilities and focus areas for CIOs working under each mandate. It also provides examples of initiatives and priorities for each mandate based on responses from CIOs in the study.
The document summarizes findings from a study of over 3,000 CIOs across 71 countries and 18 industries. It identifies four distinct "CIO Mandates" that CIOs operate under based on their organization's business needs and goals. The mandates are Expand, Leverage, Transform, and Pioneer. The summary then provides a brief overview of each mandate, including the typical business view of IT, key focus areas, and essential actions for CIOs operating under each mandate.
This document summarizes findings from interviews with over 3,000 CIOs worldwide. It identifies four distinct "CIO Mandates" that CIO roles can fall into based on how the organization views IT - Leverage (streamline operations), Expand (refine processes and enhance collaboration), Transform (change the industry value chain), and Pioneer (radically innovate products and business models). The top priorities for CIOs are business intelligence/analytics, mobility solutions, and virtualization. Cloud computing has also risen significantly in priority since the last study. CIOs aim to simplify operations and increase competitiveness through technology innovation.
This 3 sentence summary provides the key points from the IBM Global CIO Study executive summary document:
The study interviewed over 2,500 CIOs worldwide to understand how CIOs can make the biggest impact as a member of the senior executive team. Successful CIOs were found to blend the roles of an insightful visionary and able pragmatist, savvy value creator and relentless cost cutter, and collaborative business leader and inspiring IT manager. By balancing these six roles, CIOs can achieve the goals of making innovation real, raising the ROI of IT, and expanding their business impact.
В нашем исследовании "Раскрытие силы инноваций" мы предлагаем инновационным компаниям решение пяти ключевых вопросов, чтобы впоследствии вы могли максимально эффективно использовать полученные инвестиции.
Обсудить отчет можно на странице PwC Startup Cloud в Facebook http://on.fb.me/11ZZJvU.
1) The document discusses planning, executing, and measuring successful business transformations. It provides best practices from various companies that have successfully transformed their businesses.
2) Common challenges to successful transformation include failure to anticipate changes, misjudging risks, and lack of change management skills. Successful transformations had support from leadership, strong execution, and clear metrics to measure progress.
3) Implementing enterprise project portfolio management (EPPM) solutions can help companies overcome challenges and drive transformation by providing visibility, standardized processes, and metrics to track progress and costs. EPPM supports the innovation, efficiencies, and risk management that companies need to transform.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
The document discusses the results of a study of 622 midmarket CIOs across different countries and industries. It identifies four distinct "CIO mandates" that CIOs take on based on their organization's business needs and goals. The four mandates are: Leverage (focus on managing core IT services and increasing organizational effectiveness), Expand (refine business processes and enhance collaboration to drive growth), Transform (change the industry value chain through improved relationships), and Pioneer (radically innovate products, markets, and business models). The document then provides more details on the typical responsibilities and focus areas of CIOs with the Leverage and Expand mandates.
How are technology leaders helping their organizations adapt to the
accelerating change and complexity that mark today’s competitive
and economic landscape? To find out, we spoke in person with 622
Midmarket CIOs, spanning growth and mature markets. These in-person
conversations, along with our statistical analyses of responses, underscore
the evermore vital role of the CIO.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
When CEOs of SMEs and midcaps face digitalBpifrance
According to a survey of 1,814 French SME and midcap CEOs conducted by Bpifrance Le Lab:
- 45% of CEOs still do not have a clear vision of their company's digital transformation and 63% do not have a clear roadmap.
- 61% of CEOs have adopted few or no tools for collecting and using data to improve products/services or customer relations.
- 20% of CEOs believe the time for digital transformation has not come for their company and 47% believe the digital revolution will have little impact for 5 years.
- CEOs play a central role in digital transformation but operational teams are directly involved in just 25% of cases and only 12% of
The document summarizes the key findings of a study on digital M&A conducted by EY between November and December 2017. Some of the main findings are:
- Many companies face challenges in building an effective digital ecosystem and introducing new deal processes to capitalize on digital acquisitions.
- 90% of companies are considering digital priorities in their capital allocation planning but value is often eroded due to flawed integration strategies.
- The study identifies three levels of digital M&A maturity among companies: leaders, adopters, and aspirers. Most companies (57%) are currently aspirers.
The document discusses the key ingredients for a successful digital transformation based on thyssenkrupp's experience. It identifies five main ingredients: 1) building awareness of digitalization within the organization, 2) engaging employees to generate ideas for digital initiatives, 3) focusing efforts by defining clear digital strategy and priorities, 4) committing resources and establishing governance, and 5) ensuring agility to rapidly test and scale initiatives. While digitalization is a top priority for many companies, the document notes that only a small percentage of transformations fully achieve their intended benefits due to a lack of one or more of these critical ingredients.
This document summarizes the key findings from a study of over 3,000 Chief Information Officers worldwide. The study identified four distinct "CIO Mandates" that CIOs take on based on their organization's view of IT's role: Leverage, Expand, Transform, and Pioneer. CIOs must understand their unique mandate and ensure IT supports the organization's business objectives. While the mandates may change over time, CIOs are well-positioned to help organizations cope with complexity and generate insights from data.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
The document summarizes findings from a study of over 2,500 CIOs from various industries and countries conducted by the IBM Institute for Business Value. It discusses how CIOs can make the biggest impact by focusing on innovation, ROI of IT investments, and business impact. Successful CIOs integrate the roles of insightful visionary and able pragmatist to make innovation real, savvy value creator and relentless cost cutter to raise ROI, and collaborative business leader and inspiring IT manager to expand business impact.
- The document summarizes a survey of 246 CEOs about innovation conducted by PwC.
- It finds that CEOs now see innovation as vital for business survival and are taking more direct responsibility for driving innovation. However, organizational culture can still inhibit innovation.
- Companies are looking for more radical innovation in business models and customer experiences, not just products. Successful innovation also requires collaboration beyond R&D and involving frontline teams.
Similar to IBM Oil | Study of CIOs in the Chemical & Petroleum Industry (20)
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Programming Foundation Models with DSPy - Meetup Slides
IBM Oil | Study of CIOs in the Chemical & Petroleum Industry
1. The
New Voice
of the
CIO
Insights from the
Global Chief Information
Officer Study
Chemicals and Petroleum Industry Executive Summary
2.
3. Chemicals and Petroleum 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 71 Chemicals and Petroleum CIOs from 30 countries.
As part of our research, we also sought to understand the differences
between the responses of CIOs from organizations with high profit-before-
tax (PBT) growth (referred to in this report as “High-growth CIOs”) and
those of CIOs from organizations with low PBT growth (“Low-growth
CIOs”). For details about our research methodology, 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 High-growth Chemicals and Petroleum CIOs spend an impressive
62 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
remainder of their time 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. Chemicals and Petroleum 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 their
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. Chemicals and Petroleum 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 “Innovation is not always just about
Pragmatist sets the stage for enacting innovation. Key Visionary actions new technology. The challenge is
are to: push business/technology integration, champion innovation and integrating different technologies,
expand CIO influence. Key Pragmatist actions are to: enable the corporate and in different ways.”
vision, make working together easy and concentrate on core CIO, Chemicals and Petroleum Company,
competencies. Europe
The most successful Chemicals and Petroleum CIOs excel in both
respects. Sixty-four percent of those in high-growth organizations actively
integrate business and technology to innovate, while 77 percent use
collaboration and communication tools to help realize business change,
compared with just 28 percent and 44 percent, respectively, of those in
low-growth organizations.
Obviously, new technologies are not the only source of innovation, and
business-oriented initiatives also rank high among Chemicals and
Petroleum CIOs’ visionary plans for enhancing their companies’
competitiveness. But the vast majority of High-growth CIOs seem to be
focusing on the development and deployment of software and data
innovations as competitive differentiators (see Figure 1).
8. 6 The New Voice of the CIO
Figure 1 The top five visionary plans of Chemicals and Petroleum CIOs
Most High-growth CIOs are concentrating on IT as a means of competitive differentiation.
High-growth 93%
Mobility solutions
Low-growth 47%
93%
Collaboration and social networking
56%
86%
Self-service portals
47%
86%
Customer and partner collaboration
56%
86%
Business process management
63%
The most successful Chemicals and Petroleum CIOs are equally
competent in their capacity as Able Pragmatists who set the stage for
innovation while “keeping the engines humming.” High-growth CIOs
spend more than twice as much time as their low-growth peers on
activities that enable the corporate vision. And 64 percent use third-party
business or IT services, compared with just 43 percent of their Low-
growth counterparts.
Are you well-versed in how emerging technologies and innovative processes
can be used to help optimize business processes and enable more informed
and effective decision making in the upstream and downstream Petroleum
segments, and in the Chemicals industry?
In what ways do you plan to partner with your internal technology stakeholders
and third parties externally to increase the time you devote to driving innovation
within the business?
What new mobility solutions, collaboration tools and processes are you using
– and how are you using them – to enhance the sharing of information among
employees, partners and customers, 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. Chemicals and Petroleum 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 “The objective is for IT to be viewed
trimming expenses wherever possible. Key Value Creator actions are to: as a facilitator of organizational
make the data “sing,” reach customers in new ways, and enhance process efficiency.”
integration and transparency. Key Cost Cutter actions are to: standardize
CIO, Chemicals and Petroleum Company,
to economize, centralize the infrastructure and keep cost reduction a top Middle East
priority.
As Savvy Value Creators, Chemicals and Petroleum CIOs are skilled
customer advocates who create value by truly understanding what
customers want. Again, however, High-growth CIOs lead the way. More
often than their low-growth counterparts, they proactively craft data into
actionable information and help their organizations cope with ever-
increasing volumes of data by suggesting better ways to use that data
(see Figure 2).
10. 8 The New Voice of the CIO
Figure 2 The most successful Chemicals and Petroleum CIOs are savvy value creators.
They proactively craft data into actionable information and suggest better ways of using
data more often than their peers in low-growth organizations.
High-growth 71%
Percentage of CIOs who
proactively craft data into
actionable information
Low-growth 61%
more
44%
High-growth 86%
Percentage of CIOs who
proactively suggest better
ways to use data
Low-growth 46%
more
59%
High-growth Chemicals and Petroleum CIOs also devote more energy to
business process standardization as a means of cutting costs, although all
Chemicals and Petroleum CIOs are perpetually in search of savings. They
spend about 16 percent of their time focusing on measures to reduce their
companies’ technological costs – which is slightly more than the average
in the survey population as a whole.
In what ways are you working with the business to extract the maximum
financial return (return on capital employed) from your current IT portfolio?
Do you actively reach out to the business to suggest new ways in which IT can
provide value and help cut costs or are you just realizing the value and cost
targets set by the business?
How are you leveraging your competitors’ experiences to further optimize
business and IT processes. Are you using any industry benchmarks?
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. Chemicals and Petroleum 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 “CIOs have to articulate the value
Inspiring IT Manager demonstrates personal IT expertise and advocates proposition of IT and technology
stronger skills across the IT organization. Key Business Leader actions are solutions, and how they are going
to: know the business, get involved with business peers in non-IT projects, to benefit the business.”
and present and measure IT in business terms. Key IT Manager actions CIO, Chemicals and Petroleum Company,
are to: cultivate truly extraordinary IT talent, lead the IT forces and enhance Asia
the data.
High-growth Chemicals and Petroleum CIOs are typically better Business
Leaders than Low-growth Chemicals and Petroleum CIOs. They more
often help their companies manage change by providing flexible
applications and add value by having strong governance models in place.
However, surprisingly few Chemicals and Petroleum CIOs, from high-
growth organizations or otherwise, are deeply involved in determining the
course of the business.
Only 57 percent of High-growth Chemicals and Petroleum CIOs help
co-create business strategy as members of the senior management team,
for example, compared with 74 percent of all CIOs in the full survey
sample. Similarly, only 43 percent help decide and present business
strategy, versus 62 percent and 66 percent, respectively, of the total
sample. Indeed, High-growth CIOs often play an even smaller role than
Low-Growth CIOs (see Figure 3). This suggests that many Chemicals and
Petroleum CIOs need to expand their horizons and engage more closely
with non-IT issues.
12. 10 The New Voice of the CIO
Figure 3 Chemicals and Petroleum CIOs play a relatively small role in business strategy
development
They are much less frequently involved in co-creating, developing and presenting business
strategy than their peers in other industries.
Full sample 74%
Create business strategy
as member of the team Chemicals and Petroleum 25%
more
57%
Full sample 66%
Present business strategy
jointly with others on the
senior management team
Chemicals and Petroleum 53%
more
43%
Full sample 62%
Decide on business strategy
as a member of the most
senior management team
Chemicals and Petroleum 44%
more
43%
Chemicals and Petroleum CIOs are generally more comfortable in their role
as Inspiring IT Managers – and High-growth CIOs are especially proactive
on this score. They create centers of IT excellence 14 percent more
frequently than their counterparts in low-growth organizations. They also
put more effort into enhancing the data their companies collect. Fifty-
seven percent of High-growth Chemicals and Petroleum CIOs report that
the data is readily accessible and 93 percent that it is reliable and secure,
versus just 50 percent and 69 percent, respectively, of Low-growth CIOs.
Do you leverage business relationships throughout the enterprise to expand
your scope of responsibilities beyond the IT organization?
How can you improve the impact of IT on the business strategy development
process?
How can you start an ongoing dialogue between the business and IT that also
drives shared objectives and measurements?
Do you have a plan to align technology skills and business processes
continuously throughout the IT organization, and enhance organizational
flexibility ?
Is your IT organization passionate about protecting and improving the quality of
enterprise data, and promoting innovation ideas that create new value for the
business?
13. Chemicals and Petroleum 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
organizations. The collective voice of more than 2,500 CIOs worldwide
points to key actions to help CIOs attain the primary goals of making
innovation real, raising the ROI of IT and expanding business impact.
We have used these insights to complete profile analyses – visually
represented by the “spider diagram” in Figure 4 – which provide a more
structured way of enabling you to identify the areas where you might want
to concentrate. The diagram shows that Chemicals and Petroleum CIOs in
low-growth organizations typically focus on being Inspiring IT Managers
and Relentless Cost Cutters, but they concentrate less on the other CIO
roles.
Figure 4 There are significant differences between High-growth and Low-growth C&P CIOs
High-growth CIOs emphasize their role as Collaborative Business Leaders, whereas Low-growth
CIOs see themselves, first, as Inspiring IT managers.
Insightful
Visionary
8
7
6
Inspiring IT 5 Savvy Value
Manager Creator
4
3
2
1
Relentless Collaborative
Cost Cutter Business Leader
High-growth
Low-growth
Able
Pragmatist
Note: Each CIO role was scored based on responses to a discrete set of questions. The average
overall score for each role was plotted within the three performance categories (High-, Medium-
and Low-growth). With a possible range of 0 to 10, actual scores fell between 2 and 8.
14. 12 The New Voice of the CIO
Conversely, Chemicals and Petroleum CIOs in high-growth organizations
adopt a more balanced approach. They focus primarily on their role as
Collaborative Business Leaders, but they juggle this with acting as
Insightful Visionaries who champion innovation and Relentless Cost
Cutters who strip out inefficiencies.
Over time, we expect CIOs to regularly assess how much emphasis is
appropriate on each of the three pairs of roles. 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. Chemicals and Petroleum Industry Executive Summary 13
How our research was conducted
This report features Chemicals and Petroleum 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.
To simplify the terminology in this report, we will primarily refer to CIOs
who work in organizations with high PBT growth as “High-growth CIOs”
and to those working in organizations with low PBT growth as “Low-
growth CIOs.” Presenting our findings in terms of these categories offers
CIOs a more structured approach to identify where they want to increase
their focus and how to do it.
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.