You can read the article here on CIO.com.
I was very proud and honoured yesterday to be recognised as one of the Top 100 Most Social CIOs on Twitter by Vala Afshar at the Huffington Post.
This is a prestigious list and when I tweeted Vala to thank him for recognising me, he said my inclusion was due to my brilliant commitment to social collaboration.
You can see the full list on the Huffington Post site by clicking here.
I fear that the pace of digital and social disruption is catching out a number of CIO’s who aren’t moving at the same pace as their organisations.
Couple this with the naturally accelerated rate of change that is currently rippling through many organisations, and the need for technology to be leveraged to support it is causing CIO’s many a sleepless night.
My advice to them is: don’t make yourself an island.
Don’t retreat in to the abyss of technology and speak only in forked tongues; learn the language of business, get out there and engage with your peers and organisation.
It’s easy to lose track of what the organisation needs and suppose that you have got everything covered including what you think they need.
This is such a dangerous way to think and act, as it shines like a beacon to the rest of the organisation that you aren’t open to communicate with them and understand their pain points.
You will find that if you communicate and work with your peers to understand the issues they face, they will be more open to discussing with you the best ways you can leverage technology to help them.
Better still, you can work together and start to pick these things up before they become issues and deliver real innovation and value across your organisation.
If you find that you are making yourself an island, nip it in the bud as quickly as you can as the truth of the matter is that others in the organisation will have noticed it long before you do.
This could mean that you have an increasing shadow IT problem as others in your organisation have gone out and gotten their own solutions rather than through your organisation or involving you.
Don’t continue to resist change as the current digital and social disruption means that change is inevitable.
Those that resist it will be left behind pretty quickly and as the CIO you really cannot afford that to happen as your organisation will quickly find someone else who will engage.
Better still, you may find that you really enjoy it and as they say, change really is as good as a rest.
This piece has also been posted here on the Samsung Business site
My latest ‘CIO Thought Leadership’ piece entitled, ‘Flexible IT Systems – Building Systems that can Overlap Across Functions.’
This piece is available in the IT-Enabled Business Innovation topic section on The Business Value Exchange.
Read it here and get involved by leaving a comment.
My first ‘CIO Thought Leadership’ piece entitled, ‘The Critical Nature of Planning.’
This is the first piece in a series that I am writing for the Mergers and Acquisition topic section on The Business Value Exchange.
Read it here and get involved by leaving a comment.
I was invited by IBM to take part in a Google Hangout yesterday on the topic of BYOD and Shadow IT (#IBMShadow).
As a panel, we were asked to discuss the strengths, weaknesses, pitfalls and concerns related to the ‘Bring Your Own Device’ phenomenon, and Shadow IT.
It was a lively and fun discussion and you can watch the YouTube video of the event by clicking here.
The other participants were Simon Gale – CTO Workplace Services UKI at IBM Global Services, Wendy Carstairs – Head of Technical Strategy Borderless Networks UKI at Cisco and Will Kelly from TechRepublic.
The event was moderated by Jay Sorrels – Senior Social Media Strategist at Ogilvy, London.
And the turbulent forces shaping businesses in today’s always-on global marketplace promise to accelerate that ongoing evolution. In that context, I’ve put together a list of what I believe will be the top priorities for strategic CIOs in the coming year.
As you’ll see, each of these 10 is rooted in change, and calls for the CIO to be a leader instead of a follower; a disrupter instead of a go-alonger; and a business-driven executive instead of a tech-focused manager.
Several themes reverberate throughout: analytics, breaking down silos, social, the cloud, and particularly customers, opportunities, growth, and innovation. I hope these prove helpful, and please share your feedback in the comments section below or on Twitter at @bobevansIT and @christianmcm.
1) Simplify IT and Transform Your Spending: Kick the 80/20 Budget Habit. While surely not as sexy as Social and Business Analytics and Cloud, this bold decision to take an entirely new approach to IT infrastructure is the one and only way CIOs can unlock the funding necessary to pursue those snazzier and unquestionably vital new initiatives. Far too many companies today find that they need to devote 70% or even 80% of their IT budget just to run and maintain what they’ve already got, leaving as little as 20% for innovation. And if you wonder sometimes why you’ve got precious little IT budget available to fund growth-oriented innovation, the answer becomes pretty clear by looking at the list of usual suspects that have brought us to this point: server sprawl, massively underutilized storage resources, unproductive data centers, labor-intensive integration requirements, and a near-endless list of “strategic” vendors. The IT policies of the past that resulted in the 80/20 trap are simply no longer able to meet the needs of today’s intensely demanding and always-on business world, and are indeed becoming liabilities not just because they’re inadequate but also because they suck up vast percentages of the IT budget and make it almost impossible for CIOs to fund essential new efforts in analytics or cloud or mobile or social. CIOs need to determine which vendors are only exacerbating this problem, and which ones offer modern alternatives that are cheaper, faster, and smarter. My POV: CEOs should tie most or all of the variable compensation for their CIOs to changing that deadly 80/20 budget ratio by 5 percentage points per year. The CIOs willing to tackle this huge issue will not only earn some nice bonus dollars but will unlock huge value for their companies as well as for their own careers.
2) Lead the Social Revolution: Drive the Social-Enabled Enterprise.When social media began to invade the corporate world some years back, the traditional border-collie behavior of many CIOs triggered immediate and unconditional opposition to social tools on the grounds of security challenges, lack of familiarity, and unproven value. As social’s ability to forge new and more-immediate relationships with customers became more clear, some CIOs grudgingly agreed to let down the drawbridge (but they drew the line at removing the alligators from the moat!). Today’s business-technology leaders must go well beyond that passive acceptance and become passionate and unconditional zealots for the social-driven revolution and its ability to help their companies grow by providing real-time customer insights, engagements, and processes. Beyond customers, the social revolution is also becoming indispensable internally for motivating existing employees and recruiting great new talent, and in forging deeper and more-valuable relationships with partners. My POV: CIOs who fight this trend will be pushed aside by CMOs and LOB heads who understand social’s potential and know they can’t compete unless that potential is harnessed by the company for competitive advantage. And what does “pushed aside” mean? At best, temporary embarrassment, and at worst, demotion or even unemployment.
3) Unleash Your Company’s Intelligence: Create the Enterprise-Wide Opportunity Chain. Building on but transcending existing notions of supply chain and demand chain and data warehouses and data marts, the Opportunity Chain transforms that internally oriented information into the customer-centric and growth-driven language of opportunity. New prospects, new market trends, new chances to engage, new insights for new products, new demographic patterns: information and insights about all of these probably exist somewhere within your corporate IT maze but are almost impossible to find because we cloak them in IT-specific terminology and then trap them in incompatible silos. But today’s new and always-on global marketplace requires new insights driven by the social revolution, and many of our old and trusty systems and approaches are simply not suited to the new realities demanded by our customers and by our times. In addition, the Opportunity Chain concept provides a market-facing framework and context for richly exploiting the potential of business analytics and Big Data. My POV: Whatever it’s called, this idea of the Opportunity Chain gives CIOs a fantastic, well, opportunity to drive high-value new information assets throughout the company and demonstrate again that when business technology is aggressively imagined and led, it drives growth and sparks new and deeper engagements with customers.
4) Embrace the Engagement Economy: Merge the Back Office and the Front Office into the Customer Office. One of the most-valuable perks of being a CIO is the ability to be involved with and understand not just some but all of a company’s end-to-end processes. From manufacturing to marketing, from procurement to product development, from finance to Facebook, the CIO and the business-technology team have tremendous insights into how a company’s operations, its priorities, its vulnerabilities, and its opportunities. So today, as our systems of record become systems of engagement, and as the social revolution opens up all facets of our enterprise to customer interactions as well as customer scrutiny, isn’t it time to bulldoze the internally constructed silos separating the folks that have traditionally touched the customer (the “front office”) with those that were never allowed to—or at least supposed to (the “back office”)? Shouldn’t we try to engage our customers in product development? Engineering? Service plans and operations? Marketing? Pricing options? My POV: While traditional systems reinforce the notion that only the privileged few get to interact with customers—and while that might be convenient for us internally—today’s socially powered consumers want access beyond the sales team. The question is, are you able—and willing—to grant that essential access?
5) Future-Proof Your IT Architecture. Think back just three years to the state of your business and the state of your IT strategy: the cloud was still mostly conceptual or isolated out on the fringes, social was a minor but persistent irritation, Big Data was mostly an egghead conversation and not likely to get beyond that, “engagement” was something you hoped your daughter would not get into with her goofy boyfriend, business analytics was all taken care of by a big team of specialists serving a small team of executives, and the iPad was still blessedly nothing but a rumor. The CFO badgered you every month about your endless demands for more real estate in which to put endlessly growing racks of servers requiring endlessly growing volumes of electricity and air conditioning, but what else could you do? The data explosion required a parallel explosion infrastructure growth, right? But the physics and the finances of such an approach no longer work, and the new business demands of today must surely be met with more-innovative tools tomorrow.My POV: Businesses need fresh thinking about the architecture of tomorrow because merely rehabbing or adding on to the existing plan will simply not meet the wildly different and more-demanding requirements of tomorrow. Cloud, social, mobile, engagement, Big Vision (formerly Big Data), and a greatly accelerated pace and scale of global business require modern apps, optimized systems, fault-tolerance, full support across cloud and on-premise and a mix of both, and built-in BI and social capabilities.
6) Upgrade “Cloud Strategy” to “Business Transformation Enabled by the Cloud.” Without question, CIOs must have detailed strategies and plans for cloud computing and many already have those in place (to those of you who don’t, well, did you ever get that high-school teaching certificate?). But the strategic CIO will use the next several months to collaborate with the CEO in upgrading that tech-centric plan into a broader vision for a sweeping business transformation of the entire enterprise. If you’re still viewing your cloud strategy based on a tech-driven plan written a year or two ago—before the ascendancy of social, customer engagement, Big Data, and business analytics—you’re going to miss the boat. My POV: Cloud projects will not be judged on their technical merits or on hitting their go-live dates, but rather by how deeply they impact essential business-transformation initiatives, and by how much business value and opportunity they unlocked. In the process, CIOs will segment themselves into two groups: IT leaders who focus solely on the tech aspects of cloud deployments, and business leaders who ensure that cloud projects are conceived and executed in the service of customers, business execution, and engagement.
7) Transform Big Data into Big Insights, Big Vision, and Big Opportunities. In the past year or so, much of the talk about Big Data has obscured the fact that the real issue is enabling intelligent and instantaneous analysis to provide optimal insights for business decisions. CIOs need to ensure they’re looking at these high-volume, high-velocity challenges in the right way: as business enablers, not tech projects. For example: What if you could enable dynamic pricing of your company’s products around the globe? What if you could perform fraud-detection analytics across all of your transactions in real time, instead of across just a random sampling of only a few percent of all those transactions? What if you could analyze three years’ worth of customer data in minutes, rather than only the past three months in hours? In the meantime, we can be certain that the scale and speed of this current challenge will only increase as CIOs must rapidly and seamlessly enhance their traditional corporate data with vast new streams of social and mobile data to realize the full potential of these strategic Big Opportunities.My POV: Some forecasts say the CMO will soon be calling the shots for IT; while I don’t buy into that, I do agree that CIOs who choose to sit back and wait for “the business” to tell them what to do will end up reporting to the CMO within a year or two. But companies will fare much better if their CIOs eagerly and rapidly begin framing Big Data challenges and opportunities in terms of customers, opportunities, revenue, and business value.
8) Preside over a Shotgun Wedding: Systems of Record Marry Systems of Engagement. Your traditional back-end systems might be sturdy and proven workhorses but they’re simply not equipped to handle the vast new streams of data and information from social, video, Customer Experience, and more. Conversely, while those new engagement tools and solutions are fabulous gateways into the real-time wants and needs of customers and employees, they lack the historical and institutional breadth and knowledge of your trusty ERP systems. The strategic CIO will find new approaches and/or solutions to rapidly and seamlessly tie these separate worlds together. This strategic integration will become the cornerstone of the Opportunity Chain described above in #3, and also of the consolidation of the archaic front office and back office into the modern Customer Office as described in #4. My POV: This union of social/mobile with transactional capabilities will give companies a new way to move at the speed of their customers, new methods for engaging with customers to build multifaceted relationships rather than linear transactions, and the ability to avoid getting stuck in the tar pit of siloed systems designed to meet internal requirements rather than enable the co-creation of value with customers.
9) Lead with Speed: CIO as Chief Acceleration Officer. I first suggested this aspirational model about 18 months ago when I wrote the following http://www.informationweek.com/global-cio/interviews/global-cio-my-farewell-column-10-big-thi/229300888?pgno=2 , and the rationale for the CIO to function as chief corporate accelerant is even more true today: “If you could promise your CEO that you could shorten product-development times, reduce days-of-inventory turns, accelerate deliveries to customers, cut or eliminate the wait-times customers endure on your support lines, and shorten your order-to-cash cycle, is there a CEO on planet Earth who wouldn’t idolize you? So why not embrace that as a new mission for your IT organization and think of what you do as being the Chief Acceleration Officer, the exec who leads the company’s efforts to do everything it does not just better but faster? Give the gift of speed, and see if anyone in your company or among your customers wants to return it.” My POV: While I’m surely not proposing that title as an official thing, businesses in every industry will find in 2013 that, more than ever before, speed kills—the only question will be whether your company’s going to be the victim or the perp.
10) Bend the Value Curve: More Innovation, Less Integration. For the past 30 or so years, tech vendors have generally introduced streams of new products that were not only increasingly more powerful and capable, but also increasingly more complex, requiring ever-greater volumes of integration, testing, tuning, modifying, patching, upgrading, monitoring, etc., etc. Back when viable alternatives weren’t available, that was an okay model—IT teams specialized in stringing together piece-parts from hundreds of vendors and somehow managed to figure out ways to make it all work together. But today, that model is ready to begin making the transition over to the Computer Museum. Customer-side CEOs in particular are growing increasingly fed up with the apparent black arts of IT operations that require larger and larger budgets without predictably delivering more and more business value. For CIOs, the answer is simple—not easy, but simple: they need to begin rapidly withdrawing themselves and their business-technology teams from the integration business and begin devoting more and more of their time to growth-oriented and customer-centric innovation. In the past few years, a handful of IT vendors have begun offering a new breed of engineered systems or optimized systems designed to offer pre-bundled and pre-tested purpose-built machines that free customers from the drudgery of endless integration busywork. Oracle led the way at the high end with Exadata, Exalytics, and Exalogic, and Apple’s iPhone is on its way to becoming a $100-billion example of the core concept: more innovation and less innovation. IBM followed Oracle’s lead a few months back with its Pure Systems, and even Microsoft CEO Steve Ballmer, in introducing the new Surface tablet, said it was time for Microsoft to try to optimize the hardware/software interactions.My POV: While not the answer (yet) for every question, engineered systems give strategic CIOs considerable latitude to devote more people and energy toward innovative customer-facing initiatives, and simultaneously alleviate the need for CIOs to pour so many budget dollars into low-value integration work that generates little or no competitive advantage.
So there’s my list of priorities for the strategic CIO—how about sharing yours, along with your feedback on the list above?
Authored by and reproduced with full permission of Bob Evans, Senior Vice President, Communications at Oracle
The face of today’s CIO has changed dramatically. Once upon a time the CIO was only concerned about the business of IT, from the development process and implementation to the operation of the IT world. What these CIO’s have learned, and some the hard way, is that isn’t enough. This narrow view has gotten IT in a load of trouble over the years.
This is manifested in many ways, the first being how consumers leverage our products and services. In 2009, the Better Business Bureau in Vancouver Canada listed Computers and Technology as the number one complaint across all areas.
As shown in the report, computer software and services are worse than those pesky car salesmen hunting you down on their lots. We not only see this from our consumer base but also from within our four walls. It is easier to not look at but there are systemic issues with the business of IT as it is today. As an example, the Standish Group released a report stating that 50% of all technology Initiatives are a waste of money. So what is the CIO to do? Stick with the status quo or make a change? It’s time for a change in how IT is operated.
It used to be that aligning IT with the Business was strategically in vogue for CIOs. And it still is. However there is a fundamental shift elevating the modern role of the CIO to that of not only doing the business of IT, but also transforming and innovating along the way. With 54% of mid-market CIOs viewing IT as the critical enabler of business and organisational vision, CEOs are now looking to the CIO as the trusted enabler, the mainspring for IT solutions that meet the demands of the business, in real-time.
Figure 1: Pressures of the Modern CIO
The traditional lens of the CIO focuses on providing technology platforms that “allow” the business to function while aligning IT priorities with business priorities, reducing solution cost and ensuring proper controls are in place. This is the CIO as Optimiser, immersed and concerned with driving internal IT process, efficiency and responsiveness, keeping pace with the needs of the business.
Today however brings a new set of business pressures that stares the CIO as Optimiser squarely in the eye and asks the question: “How are you helping the business adapt and cope with accelerating changes in market conditions and technology disruptors?” The answer lies within the new-fashioned role of the Transformative CIO.
The 2010 State of the CIO Survey provided by CIO magazine highlighted that nearly nine out of 10 (89 percent) anticipate assuming some additional area of non-IT leadership responsibility three to five years from now, compared to 61 percent who are currently responsible in a leadership capacity for one or more non-IT areas of the business. Security (55 percent), strategy (49 percent), and risk management (41 percent) are most frequently cited by IT leaders as areas they expect to assume leadership responsibility for in the longer term.
The Transformative CIO will help in this fashion by striving to partner with the Business, truly advancing the business relationship beyond pacing alignment. He becomes an expert of industry solutions; understanding, rationalising and recommending strategies that meet the ever-changing demands of the Business. And as council and advisor to the CEO, he empathises and takes action on his concerns.
Figure 2: Understanding the Maturity of the Modern CIO
As CIOs gain a foothold with the Business thought process, maturing strategic business value through the IT lens means continuing to find new ways of delivering value, service and cost containment. Enter the CIO as Innovator. He sees that in order to support business growth, he must be out ahead of the game solving real strategic business problems through innovation.
The new CIO also provides clarity of IT utility by understanding how competition can affect the company and by making strategic big bets on emerging technologies that are directly in line with business goals. He truly believes in a business first organisation. In fact, fully 70% of the CIOs surveyed in the 2010 State of the CIO report said long-term strategic thinking and planning will be most critically needed in the coming year.
CIOs are starting to realize this in a substantial way. CIOs are actively moving their focus to not only the transformational areas in partnership with the business but also in an innovative role as well. The 2010 State of the CIO Survey also includes an interesting point that 54% of CIO’s will focus their time and energy on driving business innovation. That is a substantial amount of time for any role, especially the CIO. This will completely change the tone of the IT organisation.
The modern CIO is one who not only understands the mechanical aspects of IT but also harmonizes the elements of IT culture, business maturity and industry innovation. And by having a seat at the business decision table, embracing enterprise architecture and running IT as a utility, he or she can incubate these elements in to a set of enablers the business can count on.
The pressure to deliver beyond the traditional role of the CIO is evolving in to a key asset for CEOs. A blend of CIO as Optimiser, Transformer and Innovator provides a powerful profile mix that amidst the constant of change will emerge a stronger and more service-focused business partnership with IT. After all, without IT there is no Business. Or is it the other way around?
Authored by and reproduced with full permission of Mike Walker, Enterprise Strategy and Architecture Chief IP Architect at Microsoft
To get some idea of what lies in store, Outsource reached out to over 40 key thought leaders, tasking them to give their bite-sized predictions, prognostications and prophecies on what will be making headlines in outsourcing in 2012. Representing buyer, provider, advisory and analyst communities, and featuring commentary from the C-suite to the shop floor (via input from the Outsource Editorial Board and our international array of online columnists, of course), our 2012 Preview gives a huge range of perspectives from right across the space. So, for a peek at what some of the outsourcing community’s leading lights expect from the year ahead, pull back the veil and read on. One thing’s for sure: whatever lies ahead, we’re in for an interesting ride…
See my contribution here and let me know what yours would be?