making it as a 21st century cio"
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Making It As A 21-st Century CIOAlex CullenVice President And Research DirectorForrester Research
February 28, 2008
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3Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Theme
Technology is moving outside of IT’s control —
CIOs’ one choice: Partner with the business to stay
ahead of the change
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4Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• How are frustration and opportunity conspiring to drive greater technology control in business orgs?
• What does the business need from IT leaders to be successful at BT?
• How will IT leaders successfully respond to enable business success with BT?
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5Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• How are frustration and opportunity conspiring to drive greater technology control in business orgs?
• What does the business need from IT leaders to be successful at BT?
• How will IT leaders successfully respond to enable business success with BT?
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6Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Business is certain about technology’s importance – but isn’t as certain about IT’s capability
Technology will be a core component of our products and/or services
Technology will be central to how we differentiate ourselves from competitors
“How strongly do you agree or disagree with the following statements about the perception of technology's importance in your business in 2010?”
IT enables technology to be a core component of our products and/or services
Strongly AgreeStrongly Disagree
July 2007 North American and European Business Technology Online Survey
Online survey of 186 business decision-makers
IT enables technology will be central to how we differentiate ourselves from competitors
“How strongly do you agree or disagree with the following statements about your perception of how effective IT is at meeting your business's expectations?”
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7Entire contents © 2007 Forrester Research, Inc. All rights reserved.
… and it reflects in IT priorities
Which of the following two statements most closely describes your company's philosophy toward IT?
Technology is a differentiator
Technology is used primarily for efficiency
July 2007 North American and European Enterprise IT Management and Governance Phone SurveyPhone survey of 503 IT decision-makers
IT Drivers for 2008, ranked by
importance
1. Get application projects done on time and on budget
2. Improve infrastructure services
3. Reduce costs of the business with IT
4. Reduce costs within the IT organization
5. Improve IT value management and communications
6. Support regulatory requirements
7. Increase the capacity of IT
8. Address staffing and skills needs
9. Improve transparency to business of IT costs, business demand and capacity
10. Increase company differentiation with IT
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8Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Business organizations are frustrated with IT
• Businesses are impatient with IT’s speed
• Firms can’t govern technology populism
• Technology allows users to out-pace IT projects
IT’s design-build-maintain approach isn’t working!
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9Entire contents © 2007 Forrester Research, Inc. All rights reserved.
New technologies enable business users — without IT
• Tech populism — blogs, wikis, IM, handheld devices
• Assembling, composing, and configuring — business process management (BPM), information workplace (IW)
• Contracting — Software as a service (SaaS), business process outsourcing (BPO)
• All based on increasingly robust IT infrastructure and operations
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10Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Business Technology (BT) is rapidly emerging
► Pervasive technology use that drives business results
BT is a fundamental change in technology management — not another pendulum
swing from centralized-to-decentralized IT
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11Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Business organizations play roles previously in IT
Base: 186 global business executives
28%
34%
26%
28%
21%
30%
3%
3%
4%
3%
3%
2%
31% 25%
25% 15%
27% 19%
36% 24%
38% 24%
32% 21%
3%
3%
3%
10%
7% 16%
6% 19%
5%
12%
10%5%
Defining or designing the solution
Directly selecting vendor-offered solutions
Directly negotiating with and/or directly managing solutions
vendorsDirectly configuring solutions to
deliver what you need
Directly managing the technology solutions once in production
Directly managing projects with substantial technology involved
Completely other business areas’ (not IT’s) responsibility
More other business areas’ responsibility
Equal mix of other business areas and IT
More IT’s responsibility
Completely IT organization’s responsibility
Don’t know
Source: July 2007 US The Business View Of IT Online Survey
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12Entire contents © 2007 Forrester Research, Inc. All rights reserved.
IT has to balance the two aspects of increased business control
Business control is risky . . .
• Information integrity and consistency
• Assuring compliance, security, policy, and privacy
• Quality assurance
• Execution performance
. . . but business control means opportunity
• User-driven speed
• Business agility
• Networked business models
• Founded on IT excellence
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13Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• How are frustration and opportunity conspiring to drive greater technology control in business orgs?
• What does the business need from IT leaders to be successful at BT?
• How will IT leaders successfully respond to enable business success with BT?
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14Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Traditionally, IT handles the entire technology stack
Stable foundation and commodity technologies
Transaction systems, data warehouses — RDBMS, BI
platform — storage, servers — data center ops,
desktop maintenance
Dynamic and differentiated technologies X Internet,
multichannel, mobile, SOA
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15Entire contents © 2007 Forrester Research, Inc. All rights reserved.
But with BT, business people deliver solutions
Historically, it’s all been IT. . .. . . but with BT, business people deliver dynamic, differentiated solutions
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16Entire contents © 2007 Forrester Research, Inc. All rights reserved.
With BT, business users’ needs are changing
Traditional IT provides: BT users also need from IT:
• Solution analysis, design, delivery, and operations
• Solid business app platforms• SOA services for data,
transactions, policy, security, etc. • Deep technical skills on call• Support for BT tools • Operational support for BT
solutions
• Project management • Project support services• Help with skills development
• IT-centric technology • Open minds, support, & culture
• New technology R&D • Joint business innovation
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17Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Agenda
• How are frustration and opportunity conspiring to drive greater technology control in business orgs?
• What does the business need from IT leaders to be successful at BT?
• How will IT leaders successfully respond to enable business success with BT?
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18Entire contents © 2007 Forrester Research, Inc. All rights reserved.
There’s a fork in the road: Take it!
Focus only on traditional IT-
• Letting business areas run ahead without you
• Getting stuck in the technology engine room
Focus heavily on enabling BT -
• Empowering business success with managed risk
• Becoming a partner player
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19Entire contents © 2007 Forrester Research, Inc. All rights reserved.
IT enables BT by enabling flexibility
From: To:
• IT/business alignment • BT synchronization
• Business results from large IT-led projects
• Business results mostly from small BT efforts
• Investments that cover much of the technology stack
• User investments in thin layers at the top tech stack
• Data and transaction investments deep in the stack
• Crisp lines between IT and business roles
• Fluid lines of responsibility between IT and the business
• IT-does-it-all • Business-user-enabling• IT has open minds and culture
• IT assures risk and policy • IT enables users to manage risk and policy
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20Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Today’s IT organization manages all technology . . .
IT Architecture
IT Strategy & Planning
CIO
Development IT OperationsIT Demand
Management
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21Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Technology Exec
Today’s IT organization manages all technology . . .
IT Architecture
IT Strategy & Planning
CIO
Development IT OperationsIT Demand
Management
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22Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Technology Exec
. . . but CIOs must become chief BT officers, restructuring IT . . .
BT Architecture
BT Strategy & Planning
CBTOs
BT Synchronization
Development IT Operations
Business OrganizationsBusiness
OrganizationsBusiness Organizations
. . . as business orgs take on roles previously in IT
•Business analysis
•Project management
•Application configuration
•Information management
•Analytics delivery
•Security, compliance, risk, and policy assurance
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23Entire contents © 2007 Forrester Research, Inc. All rights reserved.
The CIO will change to support BT enablement
Source: December 6, 2007 “Next Up: The 21st Century CIO:
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24Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Checklist for successful 21-st century CIO
Source: December 6, 2007 “Next Up: The 21st Century CIO:
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25Entire contents © 2007 Forrester Research, Inc. All rights reserved.
For Additional Reading…
• December 14, 2007 “Seven Trends That Will Shape The CIO Role” by Alex Cullen
• December 6, 2007 “Next Up: The 21st Century CIO” by Bobby Cameron
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26Entire contents © 2007 Forrester Research, Inc. All rights reserved.
Alex Cullen
+1 617.613.6373
www.forrester.com/simboston
Thank you