Académique Documents
Professionnel Documents
Culture Documents
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
About the participants
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Key findings from 2016-17 study
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Nature: Personality is not destiny
When it comes to nature, there was very little variance for the
20 nature attributes of a CIO. 75% of the CIOs surveyed share
the top 7 traits:
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Nature: Personality is not destiny
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Nurture: CIOs can shape their own legacy
Fortunately, the gaps lie within the nurture areas – where CIOs
have the ability to develop capabilities and competencies to align
with the business expectations and priorities
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Shifting business priorities
Customers are an important driving force for digital
transformations and many business leaders are focused on
tangible business outcomes
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Industry breakdown of top 3 business priorities
The shift toward the customer as the top business priority held
true for eight out of the ten industries represented in our survey
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Digital transformation is more than just customers
In this digital era, business leaders are increasingly their
definition of digital beyond the customer experience
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Technology spend
Which of the following technology areas will have the most impact on your business in the
next 2 years?
How would you evaluate your current level of investment for the following tech areas?
N = 1098
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Five IT capability gaps
Business expectations of IT, IT capabilities, and business
priorities are out of sync in several areas
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Competency gaps
When assessing their own leadership competencies compared to
what a successful technology leader ideally needs, CIOs
exhibited gaps in several areas
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Navigating the journey
In order to navigate across patterns, CIOs will need to adapt and
drive change in four main areas
Current State Future State
IT capabilities: Leadership & influence: Technology investments: Talent & culture: Hiring
People, process, and Characteristics of a Technology to bring about strategically and
technology based on successful technology significant business change developing culture
the business context leader and relationships and drive value in the needed to meet business
with internal stakeholders organization needs
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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
Key insights
Be adaptive: CIOs are not limited by personality traits or workstyles. They control their
careers—and their legacies. By nurturing leadership competencies and IT capabilities
they can switch among three legacy patterns, as their organizations evolve
Reimagine digital: CIOs are best positioned to shape and define digital for their
organizations. They understand data, legacy systems, business processes and operating
models across the organizational silos, and can harness new technological disruptions to
drive business value
Invest in talent and capabilities: The IT capabilities, and talent that CIOs develop
play the most important role in their legacies. To succeed, CIOs should engage, attract,
invest in, and retain talent and skills to support their changing business needs
Cast a wider net of influence across the ecosystem: To drive digital transformations
and maintain influence CIOs should invest in building a healthy ecosystem of alliances
and partnerships inside and outside their organizations and industry
Step up or step aside: The time for CIOs to act to build their legacies is now. Rise to
the challenges of the digital era by anticipating changes in business priorities and
proactively driving the direction of the company’s digital transformation. If CIOs don’t
stand up – they have to make way for other leaders in the company
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For more information
Learn how to put the CIO survey findings to work for you.
CIOs lead unique and complex lives — operating at the intersection of business and IT to deliver value to their
organizations. To help CIOs manage these challenges and issues, Deloitte has created the CIO Program. The program
provides distinctive offerings to support the CIO career life-cycle through leadership development programs, immersive lab
experiences, insight on provocative topics, and career transition support to complement the technology services and
solutions we provide to our clients.