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Industrializing innovation

by Bill Briggs, Khalid Kark, Anjali Shaikh, Kristi Lamar
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    08 August 2018

    Industrializing innovation 2018 global CIO survey, chapter 6

    08 August 2018
    • Bill Briggs United States
    • Khalid Kark United States
    • Anjali Shaikh United States
    • Kristi Lamar United States
    • Kristi Lamar United States
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    • Awaken imagination
    • How to build a better lightbulb
    • Are you prepared to make your mark?

    How can CIOs create successful and ongoing digital disruption within an organization? It begins with making innovation a continuous affair, freeing IT teams to test, experiment, and show value.

    Newton sits underneath an apple tree. Archimedes soaks in a bath. Einstein daydreams at his patent office desk. History is spiced with Eureka! moments when human understanding leaps forward.

    Thomas Edison chose a more deliberate approach: Rather than waiting for lightning to strike, he saw innovation as a replicable, continuous process. His facility in Menlo Park, New Jersey, was the first industrial lab specifically designed to produce a continuous stream of commercially viable technology innovations built on new and emerging technologies.1

    IT has to innovate or die. Technology is moving at warp speed while humans move in a more linear fashion, so innovation is key. And to innovate well, we have to think about business through a digital lens. — Sara Mathew, board member, Campbell Soup Company

    Learn more

    View the 2018 CIO Survey collection

    Explore the infographic 

    Subscribe to receive Leadership content

    Read Exponential technology watch list: Innovation opportunities on the horizon

    Of course, the pace of technology innovation today—and its impact on business—is exponentially faster than in Edison’s industrial age. But modern businesses can learn from the spirit of his model by approaching innovation as an ongoing operation designed to learn, prioritize, experiment, and scale technologies that can transform business and society.

    Section 3: Look beyond

    C-suite executives often focus on the shiny side of digital: new technologies that can transform customer experiences, drive product innovation, and boost business performance. But these likely represent only the tip of the digital iceberg.

    CIOs need to consider identifying and understanding what is below the surface. Core technologies serve as a foundation for a business’s digital strategy. And a deliberate, systematic approach to innovation can enable the business to proactively harness disruptive capabilities.

    Awaken imagination

    Many CIOs are waking up to new digital technologies’ potential impact on the enterprise. In 2016, only 17 percent of CIOs expected emerging technologies to have a major impact on their businesses within three years; that number has more than doubled to 40 percent (see figure 23). They expect to make substantial investments in artificial intelligence (AI), machine learning, Internet of Things, and robotic process automation. CIOs in digital vanguard organizations plan to pursue AI and machine learning far more aggressively than those in baseline organizations, perhaps because they have a solid foundation that allows them to increase the impact of these emerging technologies (see figure 24).

    CIOs are focused on emerging technologies as a key to delivering future business impactAI, Internet of Things (IoT), and robotic process automation (RPA) are at the top of CIOs’ emerging technologies wish list

    But how can CIOs help ensure that these technology bets will generate the return on investment expected by the business? And how can they stay ahead of the ever-accelerating stream of new technologies?

    How to build a better lightbulb

    Many organizations are pursuing innovation with a shotgun: dabbling in emerging technologies without thinking through use cases and scalability, spreading investments across multiple startups without a broad strategy, or relying too heavily on their traditional ecosystem of partners and vendors for guidance. Few—if any—have implemented a disciplined, end-to-end innovation program that generates an ongoing stream of new potential technologies and use cases with meaningful business context that can scale across the enterprise.

    A formal program that brings in other parties can show real results. “Engaging constructively in a win-win way with ecosystem partners is critical and is going to continue to translate into real competitive advantages for our organization,” says Blackrock Closed-End Mutual Funds board member Catherine Lynch.

    Answering the following questions can help CIOs create a deliberate, repeatable, and scalable innovation process across four dimensions:

    • Sense, scout, and scan: What’s happening? Develop a broad awareness of technology advances in the marketplace, and identify important players. Look beyond traditional industry boundaries to identify ideas and perspectives; keep an eye out for potential competition in adjacent domains. Follow current developments in grants and patents, government research, acquisitions, and venture equity.
    • Research: What’s possible? Sort out technologies that could translate into potential business opportunities. Uncover what others are doing, both within and beyond your industry. Discuss ideas—big and small—for applying these technologies to launch new offerings, enhance competitiveness, reduce cost, and/or improve efficiencies for your enterprise. Understand the viability of particular solutions in your business environment, and identify stakeholders that could sponsor an initiative.
    • Explore: What’s valuable? Develop potential business use cases. Prioritize ideas that are worth moving into the experimentation stage and build initial prototypes. If the business case fulfills expectations, you may have found a winning innovation. At this stage, strong governance is needed to weed out ideas that are out of sync with corporate/digital strategy—and to define appropriate stakeholder alignment, accountabilities, and success measures.
    • Experiment: What’s viable? Time to roll up your sleeves. Move beyond concept proving and into real-world prototypes. Rapid iteration can help teams efficiently determine what’s feasible in the real world. What challenges will need to be overcome? What’s the value proposition beyond the original conceit? What will it take to scale at an enterprise level? (See figure 25.)

    Few CIOs have implemented a deliberate, end-to-end process to demonstrate the impact of technology-led innovation

    Even with a solid business case and encouraging experiments, the innovation likely will need to be thoroughly tested and shown to be scalable. Some companies have established innovation centers separate from the core business and staffed with dedicated talent with incubation and scaling expertise. These centers can reduce enterprise risk by enhancing, testing, and solidifying the concept before moving the innovation into production. Others are using innovation hubs and corporate-backed venture outposts to sense, scan, research, and explore potential ideas. “We are moving to a world where we need to maximize the velocity of responding to emerging changes and trends,” says former Commonwealth Bank of Australia CIO David Whiteing. “And in this world, experiments are more important than expertise. It’s not easy to predict and make bets on emerging technologies, but iterative experimentation, a good model for interpreting market signals, and the ability to anticipate where things are going can help organizations pivot and change.”

    As companies embark on building this new capability, a consistent, well-structured process can facilitate the flow of ideas and experimentation while encouraging the applicability, scalability, and alignment with business strategy. Otherwise, allowing innovation and ideas to thrive in ad hoc environments and individual business silos can lead to chaos and make prioritization, funding, and governance more challenging.

    Are you prepared to make your mark?

    So where do CIOs fit into this vision of deliberate technology-driven innovation?

    In many ways, business leaders already hold high expectations for IT to lead the way forward. CIOs of baseline organizations report that business leaders expect IT to understand market trends (72 percent), determine business use cases (62 percent), develop prototypes (48 percent), and identify ecosystem partners and vendors (46 percent). Business expectations for digital vanguards were only slightly higher (see figure 26).

    Business leaders have high expectations of IT to explore emerging technologies, particularly with regard to sensing and researching

    This is where a well-prepared CIO can step up as a business partner and cocreator to inspire, envision, and rationalize digital innovation. Effective innovation leaders will likely have already done the hard work to prepare for this opportunity by:

    • Developing the personal attributes and capabilities needed to shape the future of the business;
    • Earning credibility with business peers as a technology interpreter, influencer, and visionary;
    • Transforming IT’s delivery model to be agile, responsive, and directly connected to business outcomes;
    • Attracting and developing IT talent with the intellect, interpersonal skills, cognitive flexibility, and drive required to excel in an environment of shifting business demands and an accelerating flow of new technologies; and
    • Investing in core systems that protect, support, and flex to manifest the business’s digital ambitions for years—perhaps decades—to come.

    These CIOs are likely ready to initiate—and perhaps lead—the creation of a deliberate approach to bring ongoing innovation into the enterprise and marketplace. Industrializing the innovation process can help CIOs manifest their legacies as business cocreators and change instigators who create hype-free environments where IT teams can test, experiment, and demonstrate value, ultimately enabling enterprises to leverage technology to create business value. Don’t delay; others have already begun looking beyond the current digital era to manifest their CIO legacy.

    Authors

    Bill Briggs is chief technology officer of Deloitte Consulting LLP. He is based in Kansas City, MO.

    Khalid Kark is a director with Deloitte LLP, where he leads the development of research and insights for the CIO Program. He is based in Dallas, TX.

    Anjali Shaikh, senior manager, leads the research and insights team for Deloitte Consulting LLP’s CIO Program and leads publication for the Global CIO Survey and Deloitte’s CIO Insider series. She is based in Costa Mesa, CA.

    Kristi Lamar is a managing director and the experience leader for the Deloitte US CIO program at Deloitte Consulting LLP. She is based in Denver, CO.

    Acknowledgments

    Special thanks to:

    • Anjali Shaikh for spearheading this year’s efforts with unparalleled drive, passion, and perseverance. You were instrumental in planning, strategizing, and executing this research and served as the focal point for all our activities. Thank you for being an excellent role model and pushing the team to new heights, being relentless in your pursuit of excellence, and manifesting a report that simply would not have happened without your commitment or leadership.
    • Caroline Brown for articulating interviews and research with eloquence and clarity. Thank you for providing your editorial eye to survey questions, quotes, and report content, making them succinct and punchy. Your contributions are truly appreciated and evident throughout the final report—down to the last word.
    • Dana Kublin for dedicating your unbounded creative capital and exceptional design skills to all aspects of the report. Thank you for your patience through our many iterations and for bringing a distinct visual identity and flair to the graphics and charts. You translated the practical into the unimaginable and elevated the story in a way only you can.
    • Elizabeth Moore for hitting the ground running from day one. You were truly the steady hand behind much of the report development, and you continue to guide outstanding insights from this research. Your ability to manage the team and inner workings of all of the moving parts during all phases is unparalleled and invaluable to this year’s report.
    • Allen Qiu for sharing with us your statistical expertise, data mastery, and contagious passion for analysis. You never wavered in your pursuit of insights and took the reins without hesitation to manage even greater responsibilities as opportunities arose. Thank you for applying your clear thinking and succinct analysis at every turn.
    • Keara O’Brien for harnessing your technical chops and determination in launching this year’s survey. Best of luck in the next stage of your own legacy journey; your void on our team is definitely felt as we launch this report.
    • Liz Sarno for jumping into the fray and leaning in with your fresh perspective when it was needed most.
    • Kristi Lamar for your unwavering guidance, encouragement, and confidence in the team’s ability to execute. We are incredibly grateful for your mentorship and sponsorship; thank you for being there for our team every step of the way.
    • Tiffany Stronsky for being the force behind our marketing activities. Thank you for tackling all things marketing, social media, and public relations, connecting the dots across many fronts to generate engagement.
    • Chuck Dean, Andrew Derr, Jim Eckenrode, Tonie Leatherberry, Peter Vanderslice, and Mark White for leading US interviews, as well as Thomas Alex, Natalie Andrus, Abdoulaye Beavogui Koma, Enoch Chang, Kelly Gaertner, Katherine Noyes, Charlie Rota, Jessica Sierra, Ulyana Stoyan, Divya Subramaniam, and the diligent global note-takers and staff who together conducted interviews with more than 100 CIOs and CXOs worldwide and provided insights to build the foundation of the report.
    • Mark Lillie, William Beech, Anna Filatova, Naaman Curtis, Max Cantellow, and the leads from Deloitte member firms around the globe who facilitated the surveys and interviews across 71 countries to help us deliver the 2018 global survey and report.
    • Junko Kaji, Matthew Budman, Mike Boone, Rithu Thomas, Emily Moreano, Kevin Weier, and Molly Woodworth from the tremendous Deloitte Insights team for your enduring expertise and partnership. Your advice, feedback, and flexibility have allowed us to consistently create an outstanding final product. A big thank you for all that you do for our team and so many others.

    Although this is the third and final report in Deloitte’s CIO legacy project, we recognize that creating a lasting personal and professional legacy is a lifelong endeavor. To all the executives who participated in this project: Thank you for your individual and collective willingness to explore, develop, and transform your own legacies. You will continue to be an inspiration to future technology leaders throughout the digital era and beyond.

     

    Through our conversations with technology and business executives alike, we were reminded that behind every leader—and every vanguard—is a village of individuals who steadfastly support, mentor, and inspire. Thank you for your many contributions and, more importantly, your perspectives; they are the foundation of how your organizations’ successes are manifested beyond the digital era.

     

    Cover image by: Maria Corte

    Endnotes
      1. Thomas Edison Center at Menlo Park, “Thomas Edison and Menlo Park,” accessed July 25, 2018. View in article

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    Anjali Shaikh

    Anjali Shaikh

    Senior Manager – CIO Program | Deloitte Consulting

    Anjali Shaikh is a Senior Manager at Deloitte Consulting LLP and currently leads Executive Experiences for Deloitte’s CIO Program.  She is responsible for leading and delivering programs focused on strategically advising CIOs and technology leaders on managing rapid IT changes within organizations while providing perspectives on the evolution of their roles.  She spearheaded publications for Deloitte’s global CIO survey and CIO insider series and currently leads research focused on diversity & inclusion within IT organizations. She’s based in San Juan Capistrano, Ca.

    • anjalishaikh@deloitte.com
    • +1 714 436 7237
    Kristi Lamar

    Kristi Lamar

    Managing Director | US Women in Technology Leader

    Kristi Lamar is a managing director and serves on Deloitte’s Strategy leadership team and is the US leader for Women in Technology. She has significant experience in advising the c-suite, especially CIOs and technology executives, to enable them to create lasting enterprise value and manage the challenges and changes in business, technology, and their executive roles. She has a 20-year track record of developing and delivering successful business technology programs for the leaders of global enterprises. In her role as digital leader for Deloitte’s Executive Accelerators team, she designs insights and experiences that help executives solve complex business challenges. Kristi is passionately committed to helping to advance diversity, equity and inclusion for our people, firm and communities and is a respected thought leader and vocal advocate on the topic.

    • klamar@deloitte.com
    • +1 303 305 3026
    Bill Briggs

    Bill Briggs

    Global CTO | Principal

    As chief technology officer, Bill Briggs helps clients anticipate the impact that emerging technologies may have on their business in the future and how to get there from the realities of today. He is responsible for research, eminence, and incubation of emerging technologies affecting clients’ businesses and shaping the future of Deloitte Consulting LLP’s technology-related services and offerings. Briggs also serves as executive sponsor of Deloitte’s CIO Program, offering CIOs and other technology executives insights and experiences to navigate the complex challenges they face in business and technology.

    • wbriggs@deloitte.com
    • +1 816 802 7350
    Khalid Kark

    Khalid Kark

    US CIO Program Research Leader

    Khalid is a director with Deloitte LLP where he leads the development of research and insights for the CIO Program. Khalid has served as a trusted advisor to large, multinational clients, and has decades of experience helping technology leaders anticipate and plan for the impacts of new technology. Previously, Khalid led the CIO Research practice at Forrester Research. His research has been widely featured in media outlets such as MSNBC, The Boston Globe, and CIO magazine.

    • kkark@deloitte.com
    • +1 214 840 7754

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