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Navigating legacy: Charting the course to business value

The Dbriefs Technology Executives series

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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
About the participants

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Key findings from 2016-17 study

Nurture over nature to build a lasting CIO legacy

Customers dominate as business priorities shift

Digital transformations are more than customer facing tools


and technologies

Bridging the IT capabilities and leadership competency


gaps allow CIOs to deliver consistent business value

Navigating the journey from one pattern type to


another requires adaptability

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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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Nature: Personality is not destiny

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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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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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Digital transformation is more than just customers
In this digital era, business leaders are increasingly their
definition of digital beyond the customer experience

CxOs are focused on:


CEO: New business models for growth
Customer focus CFO: Analytics to drive value
COO: Operational efficiency
CMO: Customer engagement
Supporting
capabilities

The broader view of digital also includes:


Investments in legacy/core modernization
Infrastructure consolidation
Cybersecurity
Data and analytics solutions
Emerging technologies

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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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Deloitte University Press | “2016-2017 global CIO survey” | @DU_Press @DeloitteOnTech
For more information

Khalid Kark Karen Mazer Bill Briggs


Managing Director Principal Managing Director
Deloitte LLP Deloitte Consulting LLP Deloitte Consulting LLP
kkark@deloitte.com kmazer@deloitte.com
wbriggs@deloitte.com
@KhalidKark @Kmazer1 @wdbthree
Connect with me on LinkedIn Connect with me on LinkedIn Connect with me on LinkedIn

To read the full report, visit DUPress.com

Learn how to put the CIO survey findings to work for you.

Follow and share your thoughts via @DU_Press and @DeloitteOnTech

About Deloitte’s CIO Program

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.

Contact: USCIOProgram@deloitte.com or visit: www.deloitte.com/us/cio


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About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL
and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see
www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP
and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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