2011 ibm mm cio study
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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.
2011 ibm mm cio study
- 1. The Essential CIO Insights from the Global Chief Information Officer Study Midmarket Perspective
- 2. 2 The Essential CIO Introduction How are technology leaders helping their organizations adapt to the “We will create value through the accelerating change and complexity that mark today’s competitive ability to manage beyond line and economic landscape? To find out, we spoke in person with 622 responsibilities and building Midmarket CIOs, spanning growth and mature markets. These in-person constituency across the company.” conversations, along with our statistical analyses of responses, under- score the evermore vital role of the CIO. Cezary Kosewski, CIO, Sklepy Komfort S.A. CIOs increasingly help their organizations cope with complexity by simplifying operations, business processes, products and services. To increase competitiveness, 83 percent of Midmarket CIOs have visionary plans that include business intelligence and analytics, followed by mobility solutions (72 percent) and virtualization (67 percent). When asked to rank the impact of external forces, the newest ranking by CIOs more closely matched the list that CEOs identified in our 2010 study.1 Where the paths diverge: The CIO Mandate Perhaps the most useful insight to emerge from this study, however, is not what makes CIOs the same, but what makes them different. The primary differences among the CIOs we spoke with lie in their organizations’ business needs and goals, and how CIOs can achieve those goals by leveraging business and information technology. CIOs everywhere spend at least part of their time on IT fundamentals. Beyond managing the prerequisites, our research identified four distinct “CIO Mandates.” These mandates were derived from iterative analysis, including state-of-the-art statistical and textual analysis of the CIO responses. It revealed typical response patterns associated with each mandate. Each pattern indicated a distinct approach to IT leadership derived from specific organizational needs. Figure 1 Expand Leverage The CIO Mandate Effective CIOs know Refine business Streamline and deliver on a mandate that is defined by the predominant goals of the organization. processes and operations enhance collaboration and increase organizational effectiveness Transform Pioneer Change the Radically innovate industry value chain products, markets, through improved business models relationships
- 3. Midmarket perspective 3 Deliver on the Leverage mandate Business view of IT Organizations that demand high-performance IT need CIOs to focus on Provider of fundamental managing essential IT activities and getting information to decision 54% technology services makers faster and more accurately. The business expects CIOs operating with the Leverage mandate to concentrate about half of their efforts on Facilitator of organizational 28% the fundamentals of delivering IT services. process efficiency Internal collaboration and client interaction are among the principal goals 12% Provider of industry-specific of Midmarket CIOs with a Leverage mandate. Nearly 70 percent expect solutions to support business changes to their internal collaboration processes to have high transforma- tive potential for their organizations. And 62 percent view changes in client Critical enabler of business/ 6% interaction processes as high-impact initiatives. organization vision Change internal collaboration processes Figure 2 Collaboration and communication is key These 9% 22% 69% IT leaders look to new technologies to improve how they work with clients. Change client interaction processes Low transformative potential Average transformative potential 8% 30% 62% High transformative potential In what ways will you enhance relationships and improve communication throughout the organization? What is your plan to get, keep and grow people with the IT and business skills that your team needs most? How many disparate architectures does your organization currently have, and why? Are you aggressive enough in rationalizing hardware and the application portfolio as part of controlling costs? How do your dashboards measure the value of IT in terms of business benefits?
- 4. 4 The Essential CIO Business view of IT Deliver on the Expand mandate CIOs focused on cross-enterprise growth continuously tune business Provider of fundamental 29% processes and internal collaboration to gain tighter integration. Like all technology services CIOs, those working with an Expand mandate are responsible for the Facilitator of organizational fundamentals—a well-run digital infrastructure that offers data security, 29% process efficiency integrity and system availability. Yet, they must also continually refine operations to optimize efficiency and seek substantial competitive 26% Provider of industry-specific advantage with the help of IT. solutions to support business Possibly the most critical requirement of organizations that demonstrate Critical enabler of business/ the Expand mandate is to enable better decision making. That’s why 15% organization vision process and product simplification, and analytics to drive better real-time decision making are top priorities for Expand mandate CIOs. An over- whelming 98 percent of Midmarket CIOs said they would lead or support efforts to simplify internal key processes. A full 92 percent said they would lead or support efforts to drive better real-time decisions and take advantage of analytics. Figure 3 Simplify internal key processes Simplify and conquer CIOs with an Expand mandate streamline business processes and enable better decisions 2% 12% 86% by leading in the use of analytics. Drive better real-time decisions No involvement Support 4% 24% 72% Lead Take advantage of analytics 8% 23% 69% What leading-edge collaboration tools have you implemented across the enterprise to help integrate technology with business? How deeply are your internal customers involved in your key planning and decision making processes? What is your plan to engage partners to outsource information technology functions? Which persistently inefficient processes can you eliminate or improve to increase customer satisfaction? How do you work with internal customers to ensure that dashboards measure enterprise-wide key performance indicators?
- 5. Midmarket perspective 5 Deliver on the Transform mandate Business view of IT CIOs look beyond the boundaries of the organization to simplify business Provider of fundamental processes and generate real-time insights up and down the value chain. 15% technology services Organizations that operate with a Transform mandate expect IT, more than anything else, to be a provider of industry-wide solutions to support Facilitator of organizational 23% business. On average, Transform mandate CIOs are expected to spend process efficiency more than one-third of their time or budget fulfilling that role. Somewhat less of their energy is devoted to either visionary responsibilities or 34% Provider of industry-specific solutions to support business business process improvements. According to the 2010 IBM CEO Study, better performers manage Critical enabler of business/ 28% organization vision complexity on behalf of their organizations, customers and partners. 2 Of Midmarket CIOs, an overwhelming 98 percent with a Transform mandate identified initiatives to simplify internal key processes among those they would lead or support, while 95 percent said they would lead or support efforts to simplify for clients. More than half also plan to lead initiatives to simplify for external partners, while a substantial portion will support such efforts. Simplify internal key processes Figure 4 Simplify, simplify, simplify Most Transform mandate CIOs are leading efforts to simplify 1% 19% 79% both internal and external processes for Simplify for clients clients and partners alike. No involvement 5% 24% 71% Support Lead Simplify for external partners 10% 39% 51% What are your plans to simplify the customer experience, products and services to increase functionality, use and satisfaction? Does your dashboard design include real-time metrics, such as internal and external customer satisfaction levels, end-user time savings and talent retention? Are you introducing social media and collaboration capabilities to customers and partners, as well as internal clients? How do you take advantage of Big Data and new IT capabilities to achieve real-time insights? In what new ways are you exploiting leading-edge analytical skills and technology?
- 6. 6 The Essential CIO Business view of IT Deliver on the Pioneer mandate These CIOs exhibit an entrepreneurial spirit and enable the radical Provider of fundamental 8% redesign of products, markets and business models. With a Pioneer technology services mandate, CIOs are seen as critical enablers of the organization’s vision Facilitator of organizational and typically spend less than one-quarter of their time or budget on 13% process efficiency delivering fundamental IT services or business process efficiency. This group of Midmarket CIOs ranked product/service profitability 28% Provider of industry-specific solutions to support business analysis as their top priority for turning data into usable intelligence. And they cited adding new sources of revenue as the highest impact of IT Critical enabler of business/ on their organizations over the next three to five years. Nearly half also 52% organization vision cited revenue model changes as a key area of focus for IT over the same period. They help generate and have access to customer preference data, supply chain patterns, emerging trends—both within their organizations and from competitors—Internet behavior and response patterns, and so much more. Figure 5 Product/service profitability analysis Transformation through revenue and profit Pioneer mandate CIOs prioritize initiatives that drive new revenue and boost profitability. 19% 19% 63% Adding new sources of revenue Low transformative potential Average transformative potential High transformative potential 21% 24% 55% Revenue model changes 27% 29% 44% Which channels can you leverage to share ideas and co-create new products and services that delight your customers? How will you leverage social media and business intelligence to spot trends that present new customer opportunities? What are you doing to converge disparate technologies for the benefit of your organization, customers, value chain and beyond? How can you develop the talent to apply predictive intelligence to radically change your business model, products or industry? How will you design dynamic dashboards that leverage real-time data and predictive analytics?
- 7. Midmarket perspective 7 Excelling in your mandate Delivering on the CIO Mandate is the key to success, all while keeping an eye “Make it possible to provide the on the horizon and fostering innovation. CIO Mandates represent a single information to departments that point in time. A mandate can change when an organization’s needs and promotes business improvement, and measure by the department’s objectives change, perhaps in response to economic, competitive or techno- business improvement target, such logical forces. Regardless of mandate, our study shows that certain “essen- as inventory reduction.” tial actions” can prove valuable to CIOs. Masahiko Takenaka, General Manager, Information Expand mandate Systems, Furukawa-Sky Aluminum Corporation Leverage mandate Refine business processes and Streamline operations enhance collaboration and increase organizational • Outsource to focus on effectiveness differentiators • Standardize infrastructure and • Communicate and collaborate processes internally • Control legacy costs • Focus on business process • Implement collaboration tools management • Conservative introduction of • Review and update legacy technology environment Transform mandate Pioneer mandate Change the industry value Radically innovate products, chain through improved markets, business models relationships • Pilot technology for social value • Use “Big Data” and real-time info • Explore new sources of revenue • Simplify for clients/partners • Enhance customer experience • Enhance and expand the value • Pursue non-stop growth chain • Use risk management frameworks Yet whether an organization requires an emphasis on delivery of essential IT services or challenges the CIO to pioneer new opportunities, CIOs need to innovate. With ongoing technological shifts, the seemingly endless onslaught of data and the increasingly frenetic pace of change, making incremental improvements to operations may no longer be sufficient. Continue the conversation at ibm.com/theessentialcio
- 8. For further information © Copyright IBM Corporation 2011 IBM Global Business Services For more information about this study, please send an e-mail to Route 100 the IBM Institute for Business Value at iibv@us.ibm.com. We will Somers, NY 10589 arrange for you to be contacted by the appropriate IBM industry or U.S.A. regional expert. Produced in the United States of America May 2011 The right partner for a changing world All Rights Reserved IBM, the IBM logo and ibm.com are trademarks or registered At IBM, we collaborate with our clients, bringing together business trademarks of International Business Machines Corporation in insight, advanced research and technology to give them a distinct the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this advantage in today’s rapidly changing environment. Through our information with a trademark symbol (® or ™), these symbols integrated approach to business design and execution, we help turn indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may strategies into action. And with expertise in 17 industries and global also be registered or common law trademarks in other countries. A capabilities that span 170 countries, we can help clients anticipate current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml change and profit from new opportunities. Other company, product and service names may be trademarks or service marks of others. About the IBM Institute for Business Value References in this publication to IBM products and services do not imply that IBM intends to make them available in all countries in The IBM Institute for Business Value, part of IBM Global Business which IBM operates. Services, develops fact-based strategic insights for senior business Notes and Sources executives around critical industry-specific and cross-industry 1 IBM Institute for Business Value. “Capitalizing on Complexity: issues. This Global Chief Information Officer Study is part of our Insights from the Global Chief Executive Officer Study.” May 2010. ongoing C-suite Study Series. www.ibm.com/capitalizingoncomplexity 2 Ibid. CIE03109-USEN-00