This document discusses how IT leaders can transform themselves and their organizations to remain relevant in the digital business environment. It recommends that IT leaders (1) become strategic, customer-centric and masters of digital business, (2) make their IT organizations more agile and responsive through changes to structure and processes, and (3) guide business peers in developing digital literacy and governance. The document provides specific actions IT leaders can take in each of these areas, such as developing new skills, restructuring teams, and establishing a digital vision, to transition themselves and their organizations to a "future-state" focused on the digital business.

1. Leadership for the Digital Business Environment
Keeping IT and YOU Relevant
Pamela J. Stenson
CEC President & Chair, Women in Leadership
IDGCEC.com

2. You have the unprecedented opportunity to become
your company’s pivotal agent of
technology & business transformation.

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Transforming for Relevance
1. You and your team
Become strategic, customer-centric, master of digital business
2. Your IT organization structure & processes
Become agile, responsive, innovative, while ensuring operational
excellence
3. Your business peers
Guide and influence their digital literacy, vision and governance of
opportunity & risk

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Transformation
– People, Process, Structure
© 2015 CXO MEDIA, NOT FOR DISTRIBUTION

5. 1. You and Your Team:
- Become Future-Ready

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Journey: The Future-State CIO®

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Future-State Competency Definitions
Egon Zehnder
Competency
Competency Definition
Change Leadership
Change Leadership is about transforming and aligning and organization through its people to drive for improvement in a new and
challenging direction. Its about energizing a whole organization to want to change in the same direction.
Collaboration &
Influence
Collaboration and Influence is working effectively with and influencing those outside of your functional area for positive impact on
business performance.
Commercial Orientation
Commercial Orientation is about identifying and moving towards business opportunities, seizing chances to increase profit and
revenue.
External Customer Focus
Customer Impact is about serving and building value-added relationships with customers or clients. Note customer is defined as the
buyers of the company's product or services; customer is this context do not refer to the (internal) customers of the IT services.
People & Organizational
Development
People & Organizational Development is about developing the long-term capabilities of others and the organization as a whole, and
finding satisfaction in influencing or even transforming someone's life of career.
Results Orientation
Results Orientation is about being focused on improvement of business results. Advanced performance is characterized by
transforming processes and creating new business models in search of results.
Strategic Orientation
Strategic Orientation is about the ability to think long-term, interactively, and beyond one's own area. It involves three key dimensions:
business awareness, critical analysis and integration of information and the ability to develop an action-oriented plan.
Team Leadership Team Leadership is focusing, aligning and building effective groups both within one's immediate organization & across functions.

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Future-State CIO ®
Journey:
- Competencies In / Value Out
Confidential - Not for Distribution –

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Types Over Time
Current Distribution of CIOs Future Distribution of CIOs
FUTURE-STATECIO®

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Future-State Journey Actions
Identify your strongest leadership competencies - seek ways to leverage them to add
value to your organization1
Outline 1-2 areas where you can work beyond your job description (Ex: be an early
adopter or subject matter expert)
2
Build your personal brand: know your unique promise of value and promote you
and your team’s contributions to the organization3
Accept stretch assignments to gain a broader view of the business4
Develop highly effective stakeholder relationships within your organization to foster
collaboration and influence5
Outline opportunities to enhance your strategic orientation and change leadership
competencies6
Develop “super-connectors” and build your network inside and outside your
organization7
Seek opportunities to engage with customers and gain insight about the
marketplace and the competition8

15. 2. IT Structure & Processes

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MOTIVATORS
IT Organization Structure
• Technology is changing faster than ever
• Technology impact spans all areas of the enterprise
• SMAC is democratic – Non-IT leaders can buy and implement it
• From customer’s perspective, you now compete with Amazon, Google, etc.
• C-Suite anxiety over “digital business”
• Change inhibited by financial slumps or rapid growth

17. The Challenge at HP
Lowering the cost of traditional IT while capturing the agility of the New Style of IT
New Style of IT
Greater agility
IT outcome-centric
Conventional workloads
and apps
Long cycle times
Business outcome
centric
New workloads,
apps and experience
Short cycle times
Traditional IT
Lower cost
Source: Ralph Loura, HP

18. The Challenge at HP
Lowering the cost of traditional IT while capturing the agility of the New Style of IT
New Style of IT
Greater agility
IT outcome-centric
Conventional workloads
and apps
Long cycle times
Business outcome
centric
New workloads,
apps and experience
Short cycle times
Traditional IT
Lower cost
Source: Ralph Loura, HP

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Organization Transformation Actions
Think outside-in to identify IT org transformation goals to achieve responsiveness,
speed & customer-centricity
Pursue DevOps and other agile, short cycle-time development methods
Embed IT members in cross-functional teams
Create and sustain funding for a protected innovation sandbox/lab
Rearticulate ITs value and mission for this era of digital engagement
Refresh your IT employee talent, skills, expertise to suit the above
1
2
3
4
5
6

20. 3. The Business & Your Peers
- Digital Transformation

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Highly Satisfied
Somewhat Satisfied
14%
41%
32%
13%
Based on CEC survey of 400 executives
Somewhat Dissatisfied
Highly Dissatisfied
Satisfaction (Not!)

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Digital Leadership Challenges
1. No Shared Digital Vision
2. Not Future-Focused/Anticipatory
3. Broken/No/Slow Innovation Process
4. Lack of Digital Literacy
5. Siloed vs. Mutual Decision-Making
6. Lack Effective Digital Guidance
Based on CEC survey of 400 executives

23. Digital Leadership Pathfinder

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Pathfinder Responsibilities
Transform from C-Suite into D-Suite
Refine Governance = Mutual Decision-Making
I.D. Opportunities/Threats = Future Focus
Refine Innovation Process = Accelerated Innovation
Provide Digital Education = Digital Literacy
Drive Digital Strategy = Digital Strategic Vision

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 Influence
 Tech Expertise
 Horizontal Perspective
 Collaboration
 Balance Risk/Reward
 Digital Ecosystem Knowledge
 Information Flows & Process Intersections
 Change Leadership
Why IT Leaders Have Got This

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Digital Pathfinder Actions
Launch executive digital literacy campaign
Revamp innovation process: fix gaps, streamline
Build a future-focus team or venue4
3
2
1 Draft and/or champion digital strategic vision
Revise governance model: Cross-functional, collaborative5
Develop IT Team: Relationships, external focus, digital ambassadors6
Not at the C-level? Work with your cross-functional peers7

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Advantages
women have…
as leaders of
change…
strong
collaborators,
influencial,
dedicated, care
takers, loyal,
multi-taskers....
Why You Will Succeed

28. Pivotal Role
Produce the edge for the business

29. rel·e·vant
adjective: closely connected or appropriate to the matter at hand

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IDGCEC.com
Learn More about the CEC’s Women in Leadership:
www.council.cio.com/programs/executivewomen
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https://council.cio.com/estore/category/posters/