EY-CIOs-Born-to-be-digital

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Typically more engaged on strategicissuesOne of the clearest differences that mark out IT-intensive industryCIOs from typical CIOs is their far stronger focus on businessperformance. One in two (55%) regularly engages with the board onthis topic — well ahead of just 36% of typical CIOs.Take Fred Swanepoel, the CIO of Nedbank, one of South Africa’smajor retail banks, who is a member of the company’s executivecommittee. He provides advice to the board on the strategicdirection of the business and leveraging technology to achievestrategic objectives on at least a quarterly basis.“In IT-intensive industries, you see a more centralized governancemodel, with IT issues pulled together at a board or executivecommittee level,” he explains. In a business such as Nedbank, this iseasy to understand: “We are constantly investigating technologiesto improve client experience and operational efficiency, and tomake sure the bank stays competitive. When you’re talking aboutbanking products today, there are very few products you canactually touch. The computer code facilitates the commitments wemake to clients, so the technology environment is strategicallyimportant to building and maintaining trust in the organization,”he says.Chart 2Areas in which CIOs actively engage with the executivemanagement teamDiscussing business performanceand challengesParticipating in strategicdecision-makingDiscussing mergersand acquisitions*Discussing IT's role in research anddevelopment of services and products*Providing facts as basis forstrategic decisionsDiscussing IT's role inbusiness transformationDiscussing IT budgetary issues andinfrastructure managementStrategic engagement57%55%36%53%45%43%26%27%55%50%59%55%52%IT-intensive industry CIO — board memberIT-intensive industry CIO — overallTypical CIO(Percentage of respondents who have chosen 8, 9 or 10 on a scale from 1 = do not engage at allto 10 = actively engage)* Answer option was not included into typical CIO survey (The DNA of the CIO)64%67%76%72%77%73%12 | Born to be digital
Chart 3Areas in which CIOs feel they create value for companiesAccount for IT issues andrelated costsContribute to operationalagility of businessEnsure compliance withall regulatory requirements*68%67%78%75%81%This more strategic focus is visible elsewhere too. When askedabout the areas in which CIOs create value for the business, typicalCIOs tended to focus on IT budgets and costs (78%). IT-intensiveindustry CIOs do this too — hardly surprising, given the sustainedpressures on the bottom line across businesses of all kinds — butthey also tend to show a clearer focus on supporting growth. Forexample, 51% note that they add significant value through productinnovation, compared with just 45% of typical CIOs. Similarly, 75%believe that CIOs can contribute to the operational agility of thebusiness, ahead of 68% of typical CIOs. Similar gains to the role canbe seen in other areas too, such as in seeking to minimize risks.Minimize possible risksDeliver significant corporatecost efficienciesEnable fact-based decision-making interms of corporate strategyAdd considerable value to overall businessgrowth through product innovation66%59%66%60%55%60%51%45%IT-intensive industry CIOTypical CIO(Percentage of respondents who have chosen 8, 9 or 10 on a scale from 1 = do not add value at allto 10 = proactively add considerable value)* Answer option was not included into typical CIO survey (The DNA of the CIO)Born to be digital |13
Page 1 and 2: Born to be digitalHow leading CIOs
Page 3: In this reportForeword2Executive su
Page 6 and 7: IT-intensive industries51% 53% 67%
Page 16 and 17: Case studyIBM’s global-localIT tr
Page 18 and 19: Chart 5How IT-intensive industry CI
Page 20 and 21: Section 3A mindset forchange:six tr
Page 22 and 23: Six distinctivetraits ofdigital-rea
Page 24 and 25: “I spend at least 30% of my time
Page 26 and 27: “Now we’re in a world where thi
Page 28 and 29: “I spend little time on back offi
Page 31 and 32: Could emergingmarkets leapfrogon di
Page 34 and 35: Career lessons from digital-ready C
Page 36 and 37: Chart 14Career paths of leading CIO
Page 38 and 39: ConclusionPreparing for adigital bu
Page 40 and 41: DemographicsBoard membership47%NoJo
Page 42 and 43: Endnotes1. “Embracing digital tec
Page 44: EY | Assurance | Tax | Transactions

EY-CIOs-Born-to-be-digital

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