Gartner Executive ProgramsExecutive SummaryTaming the DigitalDragon: The 2014CIO AgendaThis is an Executive Summary of an Executive Programs member report.Each report covers a relevant and compelling CIO topic and containstools, templates and case studies members can put to work in their ownunique context.We are confident this summary will demonstrate the unmatched qualityof Gartner thought leadership and how our unique CIO research andinsight support you and your team as you increase IT’s contribution anddrive greater business success.2014 No. 1
ForewordCIOs are facing all the challenges they have for many years,plus a torrent of digital opportunities and threats. Digitalizationraises questions about strategy, leadership, structure, talent,financing and almost everything else.This Gartner Executive Programs report is printed with Biolocity inks, which contain 30% vegetable extracts,no petroleum-derived ink solvents and a minimum of 55% bio-derived, renewable and sustainable raw materials.Gartner Executive Programs
This report addresses the question, How are leading CIOs adapting to the additional challenge theevolving digital world represents?“Taming the Digital Dragon: The 2014 CIO Agenda” was written by members of the CIO & executiveleadership research group, led by Dave Aron (vice president and Gartner Fellow), assisted by GrahamWaller (vice president, executive partner).Dave AronGraham WallerWe would like to thank the many organizations and individuals that generously contributed their insightsand experiences to the research, including: he 2,339 CIOs who responded to this year’s survey, representing more than 300 billion in CIO ITTbudgets in 77 countries. he contributors to our interviews and case studies: Luis Uguina, BBVA (Spain); Kevin Gallagher,TChannel 4 (U.K.); John Hagel, Deloitte LLP Center for the Edge (U.S.); George Labelle, IPC (U.S.);Larry Matias, Jollibee Foods (Philippines); Gianni Leone, Miroglio Group (Italy); Krischa Winright,Priority Health (U.S.); Dr. Hee Hwang, Seoul National University Bundang Hospital (South Korea);Mike Yorwerth, Tesco (U.K.); José Tam, Universidad Tecnologico de Monterrey (Mexico); and BaronConcors, Yum Brands (U.S.). ther Gartner colleagues: John Adey, Heminder Ahluwalia, Nicky Bassett, Militza Basualdo, PeterOBogaert, Allison Chaffee, Terick Chiu, Youn Choi, Jeffrey Cole, Marco Delfino, Eberhard Elbs, JanEriksson, Arnold Gutmann, Kimberly Harris-Ferrante, Rob Heselev, Chris Howard, Renske Jansen,Jim Kamp, Kasper Kjaergaard, Kazunari Konishi, Jon Krause, Cristina Lazaro, Thierry Kuperman LeBihan, Poh-Ling Lee, Ian Marriott, Marc Mergen, Ritsuko Miyamoto, Hans Moonen, David Norton,Pierluigi Piva, John Rath-Wilson, Jose Ruggero, David Scemama, David Mitchell Smith, CristianeTarricone, Alastair Tipple, Cristina Vila, Kevin Zhou and the entire executive client manager team. ther members of the CIO & executive leadership research group: Heather Colella, Richard Hunter,OJorge Lopez, Leigh McMullen, Patrick Meehan and Andrew Rowsell-Jones.Visit gartner.com1
Executive summaryIn the IT industry, we have become inured and immune to newbuzzwords and messages about how everything is changing.But this time it really is. All industries in all geographies areundergoing radical digital disruption — a “digital dragon” that ispotentially very powerful if tamed but a destructive force if not.This is both a CIO’s dream come true and a career-changingleadership challenge.Welcome to the third era of enterprise IT2014 will be a year of dual goals: responding to ongoing needs for efficiency and growth, but alsoshifting to exploit a fundamentally different, digital paradigm. Ignoring either of these is not an option.The behaviors mastered in the second era of enterprise IT are potential hindrances to exploitingdigitalization (see figure opposite). New capabilities must be developed. Fifty-one percent of CIOs areconcerned that the digital torrent is coming faster than they can cope, and 42% don’t feel they havethe talent needed to face this future.2Gartner Executive Programs
We are entering the third era of enterprise ITWe are hereIT craftsmanshipIT deateCreateEngageTechnologyProcessesBusiness modelsCapabilitiesProgramming,systems managementIT management,service managementDigital leadershipEngagementIsolated; disengagedinternally and externallyTreat colleagues ascustomers; unengagedwith external customersTreat colleaguesas partners; engagedwith external customersOutputs andoutcomesSporadic automation andinnovation; frequent issuesServices and solutions;efficiency and effectivenessDigital business innovation;new types of valueFocusIn 2014, CIOs face the challenge of bridging the second and third eras with a three-part response. Theyhave to build digital leadership and bimodal capability, while renovating the core of IT infrastructure andcapability for the digital future (see figure on page 4).Visit gartner.com3
Executive summaryA three-part response is needed to tame the digital dragonIT industrializationDigitalization Clear digital roles Savvy digital executives Digital vision and digital legacyCreate powerfuldigital leadershipBuild bimodalcapabilityRenovatethe core Cloud/Web-scale infrastructure Information Talent Sourcing Agile development Multidisciplinary teams Innovative partnerships New risk/speed trade-offsCreate powerful digital leadershipMost businesses have established IT leadership, strategy and governance but have a vacuum indigital leadership. To exploit digital opportunities and ensure that the core of IT services is ready,there must be clear digital leadership, strategy and governance, and all business executives mustbecome digitally savvy.There is a fast-rising trend to hire chief digital officers, who are more likely to come from roles in therest of the business than from IT. Whatever their previous roles, digital leadership must be clear andpowerful. Clarifying the coverage and scope of digital leadership, and integration with enterprise ITleadership, should be high on every CIO’s agenda in 2014.But individual digital leaders are not enough — all business leaders must become digital leaders. The2014 CIO Survey found that the CEO’s digital savvy is one of the best indicators of IT and businessperformance. To raise digital awareness and digital savvy in your company or public-sector agency,consider interventions like digital nonexecutive directors, technology showcases, “hackathons”(intensive periods for discovering and creating innovations) and reverse mentoring.4Gartner Executive Programs
Renovate the coreTop technology priorities for 2014 reveal two complementary goals: renovating the core of IT andexploiting new technologies and trends. Exploiting the new speaks for itself. Meanwhile, the core ofenterprise IT — infrastructure, applications such as ERP, information and sourcing — was built for the ITpast and needs to be renovated for the digital future.The renovations include moving to a more loosely coupled “postmodern-ERP” paradigm, deployingpublic and private clouds, creating the information architecture and capabilities to exploit bigdata, and augmenting conventional sourcing with more innovation, including sourcing from, andpartnering with, smaller and less mature enterprises (see figure below). The talent needed to executeon renovation includes different skills, such as digital design, data science, “digital anthropology,”startup skills and agile development.Reimagine the coreIncreased adoption andintegration of public andprivate IaaS, PaaS, SaaSand elocity/variety;in-memory databases;advanced analytics;unstructured and multimedia dataVisit gartner.comPostmodernERP/appsMore-federated ERP,multi-enterprise solutions,cloud components, mobilesupport, psUse of SMBs/startups;new categories of partner(e.g., mobile, design,analytics)5
Executive summaryBuild bimodal capabilityThere is an inherent tension between doing IT right and doing IT fast, doing IT safely and doing ITinnovatively, working the plan and adapting. The second era of enterprise IT has been all aboutplanning IT right, doing IT right, being predictable and creating value while maximizing control andminimizing risk — in short, about running IT like a business within a business.To capture digital opportunities, CIOs need to deal with speed, innovation and uncertainty. This requiresoperating two modes of enterprise IT: conventional and “nonlinear.”Those CIOs who have moved early on digitalization, learned the lessons and gotten the scars, haveoften extended their second-era restructuring to a more comprehensive change. In these cases, thegrow-and-change function has become a more full-fledged digital development function, often reportingin a straight line to P&L/business unit owners, with a dotted line to IT for architectural governance.Teams are structured around products (not projects) and are multidisciplinary (see figure opposite).6Gartner Executive Programs
Completing bimodal capability is necessary to compete in a digital worldIT craftsmanshipIT industrializationCIOCIOOOCIOFunctional/process silosRunCIO CDOP&LownersOOCIO aryproduct teamsOOCIO office of the CIO, running IT as a business (strategy, governance, finance, security and risk, etc.)CTO chief technology officer, acting as chief operating officer of ITCDO chief digital officer, acting as digital change agentRun every aspect of IT needed to keep the business runningD demand management — internal demand/relationship/account managers facing off to other parts of the businessGrow/change every aspect of IT needed to execute on growth and changeVisit gartner.com7
Gartner Executive Programs: become a memberGartner Executive Programs: Membership leads CIOs andtheir teams to successWith Gartner Executive Programs you can be certain you are making the best possible decisions foryour enterprise. Backed by CIO experts who work with thousands of CIOs each year, members ofExecutive Programs receive specialized insight, tools, benefits and concierge-level services thatempower them and their teams to drive greater business success.Extend your vision, achieve your goals.Make decisions with confidence, from significant technology selection and governance modeling, toadvising your C-level peers about IT’s role in driving competitive advantage. No CIO can do it alone.Benefit from Gartner insight delivered in your context, the world’s largest community of CIOs, andunparalleled insight into the CIO role.Deliver exceptional business results.Interact with subject matter experts who will equip you with proven methods, tools and techniquesfor driving IT’s business contribution and communicating it through your team and to all levels of theorganization, including the board of directors.Utilize our capabilities within the way you work.CIOs manage a full agenda, which is why your Gartner Executive Programs relationship team designsan engagement plan specifically for your priorities. Your CIO expert maps our research and capabilitiesto your immediate and long-term objectives and delivers value throughout your membership.Tap into the largest community of CIOs in the world.Reduce risk and save time by leveraging the insight and experience of other CIOs who have addressedsimilar problems and opportunities both inside and outside your industry.8Gartner Executive Programs
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Gartner Executive Programs: Our aim is your success. To learn more, contact your account executive or visit gartner.com. GARTNER EXECUTIVE PROGRAMS REPORTS are created from a yearly research agenda developed from member feedback and the Gartner CIO Agenda report (informed by the world's largest annual CIO survey).