Insights

Navigating legacy: Charting the course to business value

2016-2017 Global CIO Survey

The report

This report shares findings from Deloitte’s 2016 global CIO survey, a multiyear research effort exploring the nature of the CIO role and legacy. This year’s CIO report focuses on how CIOs can chart the journey between legacy pattern types as they look to create their legacy. Globally, 1,217 technology leaders participated in this research across 23 industry segments. Examine the findings from the 2016 Global CIO Survey.

 

Viewpoints / key findings

Nature versus nurture.

How much control do CIOs have in creating a lasting legacy? According to our research, the answer is, “a considerable amount.” In fact, for CIOs, inherent skills and traits appear to matter much less than the capabilities that they instill in their IT organizations – capabilities that can be delivered by CIOs of all personality types.

Aligning IT capabilities to business value.

CIOs create value by delivering IT capabilities that are in tune with business priorities. Our data shows that CIOs agreed on top five business priorities. While the specific emphasis and focus on each of these may vary by individual business context, to improve business value, CIOs should build IT capabilities that support business priorities.

Navigating the CIO journey.

CIOs are uniquely positioned to spearhead digital initiatives and build IT capabilities and enhance competencies to meet current business priorities. However, many savvy CIOs are looking not only at current business priorities and needs, but also at future business direction— and they are charting a course for that journey. The forward-thinking CIO will often fulfill current business expectations, look ahead to future business priorities, and then chart his or her course to the pattern that best fits what the business will require next.

Shaping legacy by mapping the digital agenda.

“Digital” presents a challenging and exciting time for CIOs as they navigate business needs around digital technologies. But since the CIO has a unique purview of digital’s comprehensive potential reach across the organization, he or she can actually do more than anticipate—they can shape the direction. Today’s CIOs should accept this potential and execute on it for even greater legacy outcomes—not just for themselves and their IT teams, but for the business overall.

(English version)
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