2016 - 2017 Global CIO Survey

The evolving expectations of the CIO: How leading CIOs are navigating successCopyright © 2017 Deloitte Development LLC. All rights reserved. 1Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech

The Dbriefs Technology Executives seriesNavigating legacy: Charting the course to business value


About the participants


Key findings from 2016-17 study

Nurture over nature to build a lasting CIO legacy

Digital transformations are more than customer facing tools and technologies

Navigating the journey from one pattern type to another requires adaptability

Customers dominate as business priorities shift

Bridging the IT capabilities and leadership competency gaps allow CIOs to deliver consistent business value


When it comes to nature, there was very little variance for the 20 nature attributes of a CIO. 75% of the CIOs surveyed share the top 7 traits:

Nature: Personality is not destiny


Nature: Personality is not destiny


Fortunately, the gaps lie within the nurture areas – where CIOs have the ability to develop capabilities and competencies to align with the business expectations and priorities

Nurture: CIOs can shape their own legacy


Shifting business prioritiesCustomers are an important driving force for digital transformations and many business leaders are focused on tangible business outcomes


The shift toward the customer as the top business priority held true for eight out of the ten industries represented in our survey

Industry breakdown of top 3 business priorities


In this digital era, business leaders are increasingly their definition of digital beyond the customer experience

Digital transformation is more than just customers

CxOs are focused on:CEO: New business models for growthCFO: Analytics to drive valueCOO: Operational efficiencyCMO: Customer engagement

The broader view of digital also includes: Investments in legacy/core modernization Infrastructure consolidationCybersecurityData and analytics solutionsEmerging technologies

Customer focus

Supportingcapabilities


Technology spendWhich of the following technology areas will have the most impact on your business in the next 2 years?

How would you evaluate your current level of investment for the following tech areas?

N = 1098


Business expectations of IT, IT capabilities, and business priorities are out of sync in several areas

Five IT capability gaps


Competency gapsWhen assessing their own leadership competencies compared to what a successful technology leader ideally needs, CIOs exhibited gaps in several areas


Navigating the journeyIn order to navigate across patterns, CIOs will need to adapt and drive change in four main areas

IT capabilities: People, process, and technology based on the business context

Leadership & influence: Characteristics of a successful technology leader and relationships with internal stakeholders

Technology investments: Technology to bring about significant business change and drive value in the organization

Talent & culture: Hiring strategically and developing culture needed to meet business needs

Current State Future State


Key insights

Be adaptive: CIOs are not limited by personality traits or workstyles. They control their careers—and their legacies. By nurturing leadership competencies and IT capabilities they can switch among three legacy patterns, as their organizations evolve

Reimagine digital: CIOs are best positioned to shape and define digital for their

organizations. They understand data, legacy systems, business processes and operating models across the organizational silos, and can harness new technological disruptions to drive business value

Invest in talent and capabilities: The IT capabilities, and talent that CIOs develop

play the most important role in their legacies. To succeed, CIOs should engage, attract, invest in, and retain talent and skills to support their changing business needs

Cast a wider net of influence across the ecosystem: To drive digital

transformations and maintain influence CIOs should invest in building a healthy ecosystem of alliances and partnerships inside and outside their organizations and industry

Step up or step aside: The time for CIOs to act to build their legacies is now. Rise to

the challenges of the digital era by anticipating changes in business priorities and proactively driving the direction of the company’s digital transformation. If CIOs don’t stand up – they have to make way for other leaders in the company


For more informationKhalid KarkManaging DirectorDeloitte [email protected]

Karen MazerPrincipalDeloitte Consulting [email protected]

Connect with me on LinkedIn

@KhalidKark

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@Kmazer1

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Learn how to put the CIO survey findings to work for you.

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About Deloitte’s CIO Program

CIOs lead unique and complex lives — operating at the intersection of business and IT to deliver value to their organizations. To help CIOs manage these challenges and issues, Deloitte has created the CIO Program. The program provides distinctive offerings to support the CIO career life-cycle through leadership development programs, immersive lab experiences, insight on provocative topics, and career transition support to complement the technology services and solutions we provide to our clients.

Contact: [email protected] or visit: www.deloitte.com/us/cio

Bill BriggsManaging DirectorDeloitte Consulting [email protected]

@wdbthreeConnect with me on LinkedIn

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2016 - 2017 Global CIO Survey

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