ConclusionPreparing for a<strong>digital</strong> businessIn recent years, the rollout of <strong>digital</strong>technologies has gathered momentum acrossnearly every industry. The early pioneers of<strong>digital</strong> have shown the disruptive potential thatthese <strong>to</strong>ols hold — from new ways <strong>to</strong>communicate with cus<strong>to</strong>mers, through <strong>to</strong> whollynew business model opportunities.For <strong>CIOs</strong>, all this brings new demands andpressures <strong>to</strong> which they will have <strong>to</strong> react. Inparticular, successfully dealing with the<strong>digital</strong> revolution requires a far strongerfocus on the strategic elements of the role asopposed <strong>to</strong> the basic execution chores. Thisshift in emphasis can <strong>be</strong> seen in the way that<strong>digital</strong>-ready <strong>CIOs</strong> set their priorities. Whilemastering the basic execution, they spendless time on it <strong>to</strong> free up capacity <strong>to</strong> do moreon enablement and corporate development.From our interviews with leading experts and<strong>CIOs</strong>, we gathered advice and guidance onhow <strong>to</strong> prepare for a <strong>digital</strong> world — and <strong>to</strong>stand out from your peers.None of these steps is inaccessible <strong>to</strong> anysufficiently motivated CIO, or aspiring CIO.The question, as ever, is whether you havethe courage <strong>to</strong> pursue them. Are you ready<strong>to</strong> act?Your personal agendaTasks at a strategic levelPushing the <strong>digital</strong>transformation agendaforward requires acompelling and crediblevision, and understandingthe necessary steps <strong>to</strong>achieve it.Give a detailed visionfor how technologycan transform thebusiness — and a plan<strong>to</strong> implement thetransformationDigital, in particular,provides wide-ranging newopportunities <strong>to</strong> deliverradically more efficientprocesses, as well as whollynew products and services.But <strong>to</strong> truly deliver on this,you’ll need a firm grasp ofthe corporate business andoperating model.Prioritize innovationwherever possible, atboth a process and abusiness model levelNo CIO can get awayfrom operational andinfrastructure issuesal<strong>to</strong>gether. But leading <strong>CIOs</strong>ensure that operationalissues are a side dish, notthe main meal, in whatthey serve up <strong>to</strong> the res<strong>to</strong>f the business. Freeyourself from these issuesso you can truly focus ontransformation.Don’t let operationalIT overwhelm you36 | <strong>Born</strong> <strong>to</strong> <strong>be</strong> <strong>digital</strong>
Steps <strong>to</strong> setting up a <strong>digital</strong> enterpriseYour technical agenda1Set up the right architectures for growth<strong>CIOs</strong> taking the lead on <strong>digital</strong> need <strong>to</strong> enable the rapid assemblyof new ideas and business initiatives. “You can’t put up theregular hurdles you normally do for any sort of new functionality,so you need a foundational architecture — for mobile, cloud, data,applications, and so on. If you don’t, you wind up connectingone dot <strong>to</strong> the next, and you get a spaghetti mess,” argues DavidNichols, Americas IT Transformation Leader at <strong>EY</strong>.2Get control of your dataFor the past two decades, <strong>CIOs</strong> have <strong>be</strong>en largely focused onapplication and infrastructure delivery, ahead of data. But a shiftin<strong>to</strong> the cloud reduces the emphasis on the application front, andmakes data far more important again.3Set out the relevant standardsDigital transformation requires <strong>to</strong> radically simplify the businessand <strong>to</strong> change the mindset around product development. Newproducts and services should not <strong>be</strong> introduced unless theunderlying technology is available <strong>to</strong> efficiently support these.<strong>CIOs</strong> will have <strong>to</strong> provide some foundational standards <strong>to</strong> guidetechnology selection. These will need <strong>to</strong> cover performancerequirements, along with legal, security and other aspects.4Understand strategic alignment with the rest ofthe businessDigital technologies have a huge potential <strong>to</strong> change the underlyingoperating model and business processes of the company. Therefore, <strong>CIOs</strong>must have a close understanding of these aspects.5Take a fast, multidisciplinary approach <strong>to</strong>managing new projectsAs a wave of new <strong>digital</strong> ideas emerges, <strong>CIOs</strong> will have <strong>to</strong> ensure that alot of different internal functions and third parties can interconnect. “Thisdemands rapid-assembly teams that represent views from across thebusiness, including marketing, finance and IT,” says Dave Ryerkerk, Global ITAdvisory Leader at <strong>EY</strong>.6Plan the sequencing and pace of change<strong>CIOs</strong> need <strong>to</strong> balance any new <strong>digital</strong> opportunities against their associatedrisks. While it may make a lot of sense <strong>to</strong> move email and CRM systemsquickly <strong>to</strong> the cloud, it’s a much more involved decision <strong>to</strong> know when <strong>to</strong>do the same for a company’s core financial systems, such as their generalledgers. Getting the timing right will <strong>be</strong> vital.Tasks at a personal levelDigital technologies holdthe promise <strong>to</strong> make IT agenuine source of growth.Getting this right, however,will require you <strong>to</strong> buildtight relationships acrossthe front office — startingwith the CMO and extending<strong>to</strong> the end cus<strong>to</strong>mers.It is human nature <strong>to</strong> <strong>be</strong>swept up by a compellings<strong>to</strong>ryline and thepossibilities it contains.The <strong>be</strong>st <strong>CIOs</strong> are able <strong>to</strong>provide a narrative about ITthat the rest of the businesscan buy in<strong>to</strong> — and then useit <strong>to</strong> extend their influenceacross the organization.Embracing new technologyinvolves a leap of faith. But,<strong>to</strong>o often, <strong>CIOs</strong> get caughtup in the downside <strong>to</strong> newdevelopments, worryingabout the small chanceof failure, rather than thepotential <strong>to</strong> transform thebusiness. Have courage.Many leading <strong>CIOs</strong> rarelyspend their entire careersin one place, but hoparound <strong>to</strong> gain exposure <strong>to</strong>different experiences andapproaches, developingexpertise along the way. Beopen <strong>to</strong> these possibilities,including ones that take youin<strong>to</strong> wholly new sec<strong>to</strong>rs.Consider other ways <strong>to</strong>develop a more widerangingbackground <strong>to</strong>showcase your skills inanother light. Many leading<strong>CIOs</strong> take non-executivedirec<strong>to</strong>rships at other firms,or have joined externalcommittees or thinktanks. Others do MBAs <strong>to</strong>widen their educationalbackgrounds. All these help<strong>to</strong> develop a more powerfulcontact book.Build closerelationships withthe front of thebusinessBe a compellings<strong>to</strong>rytellerBe willing <strong>to</strong> takerisksBe willing <strong>to</strong> movearound, acrossboth functions andcompaniesWiden your resume<strong>Born</strong> <strong>to</strong> <strong>be</strong> <strong>digital</strong> |37
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