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“We need to talk”

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

    “We need to talk” 2018 global CIO survey, chapter 2

    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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    • Tactics for enhancing tech fluency
    • From colleague to influencer
    • Face time with the board matters

    CIOs need to be bilingual in an organizational sense. To champion digital solutions that best serve the business’s needs, they must be fluent in technology—but they also need to speak the company’s language.

    Nearly everyone who has traveled overseas knows the difficulty of conducting even simple transactions with someone who does not share your language. Building a meaningful, influential relationship can be next to impossible.

    Learn More

    View the 2018 CIO Survey collection

    Read the next chapter: “Follow the money”

    Explore the infographic

    Subscribe to receive Leadership content

    Read Tech fluency: A foundation of future careers

    Read Bridging the boardroom’s technology gap

    That’s one reason why, for years, CIOs have been encouraged to learn the language of business—and many have become fluent. But as technology increasingly accelerates organizations, it can be equally important for the business to understand the language of technology. From the board and the C-suite to functional leaders and staff, everyone across the organization should be tech fluent.

    Of course, it can be unrealistic to expect any executive to grasp all the IT jargon that rolls off a systems developer’s tongue. But employees across the organization can try to understand three dimensions in which technology can enable business performance and growth:

    • Creating value. Digital and other emerging technologies can help empower the business to streamline processes, engage employees and customers, and drive new business models.
    • Rewiring the business of technology. Achieving this value can depend on transforming how organizations budget, fund, prioritize, and deliver technology solutions.
    • Developing priorities. A strong technology foundation can’t be short-circuited by shiny new technologies. Modernizing the core IT infrastructure to support business ambitions should not only be on the road map but also recognized as a strategic priority.

    Section 1: Look inward

    More than half of CIOs surveyed are focused on efficient, reliable IT operations. Unless they transform themselves—and their organizations—they may fall short in meeting mandates for business growth and transformation that are increasingly driven by digital capabilities.

    A CIO—especially a business-savvy CIO—can play an important role within the company as a technology interpreter, influencer, and visionary. But that typically requires strong relationships across the organization. One important way to cultivate those relationships and increase influence is to help organization leaders become tech fluent.

    What is tech fluency?

    Tech fluency—the ability to broadly understand and confidently discuss IT concepts1—can be an important skill for C-suite leaders, board directors, and employees throughout the organization. By promoting tech fluency and expanding it throughout the business, CIOs can help create a shared baseline of knowledge that engages leaders and employees and helps optimize technology’s impact.

    For example, business leaders who understand the fundamental concepts and benefits of technology solutions may be more likely to approve, fund, and participate in those initiatives. Developers, strategists, sales executives, and marketers can collaborate more effectively on products and customer tools.

    An effective tech fluency program could include major systems and concepts such as:

    • The core systems supporting the IT environment;
    • Internal and external systems that enable major business functions (for example, finance, customer service, data management, cybersecurity, and sales);
    • The company’s business model, including the levers of profitability, technologies supporting business strategy and revenue generation, and the influence of technology on the business model over the last decade;
    • Broader disruptive technology forces (for example, cloud, cognitive, and blockchain); and
    • The role of technology in supporting market participation and fostering competitive advantage.

    By leveraging their technology and business expertise to develop and drive tech fluency, CIOs can help enable organization leaders and employees understand and maximize technology’s potential.

    Tactics for enhancing tech fluency

    Business leaders often enjoy invoking new digital capabilities such as AI and augmented reality. But bring up risk management and the interdependencies of the current IT environment, and you’ll likely hear crickets. Flashy digital capabilities may generate all the headlines, but they are built on a strong technology core and depend on hardware and software that are usually much less colorful.

    Enterprisewide technology literacy requires more than one-off watercooler conversations. A well-structured education, communication, and engagement plan can help. While nearly all surveyed CIOs (96 percent) consider educating the business about technology issues to be one of their responsibilities, only 66 percent have developed proactive educational initiatives that reach beyond the executive level to help build tech fluency across the organization.

    CIOs of baseline organizations tend to rely on ad hoc tech fluency exchanges such as bringing new and emerging technologies into strategy conversations (72 percent) and conducting one-on-one technology discussions (51 percent). Fewer use broader approaches that target the organization when compared to digital vanguard CIOs. For example, 34 percent of CIOs of baseline organizations hold enterprisewide briefings on technology fundamentals, compared to 44 percent of those in digital vanguards; and 30 percent of baseline organization CIOs recommend and provide training on key technology topics, compared to 43 percent of those in digital vanguards (see figure 7).

    Not only can these tech fluency labors help CIOs build strong business relationships, they can also help develop organizational support for digital strategies and burnish the CIO’s image as an organizational leader.

    CIOs can develop initiatives that drive up organizational tech fluency through broad-based programs, followed by individual curricula for specific audiences based on their needs and interests. Framing the conversation around specific technologies and issues and their business implications can help prevent business stakeholders from getting caught up in external hype. This usually requires careful planning along with customized learning via both formal and informal channels.

    CIOs consider it their responsibility to help the business understand technology, but many have yet to develop comprehensive tech fluency programs

    In order for IT to be invited to the table as a strategic partner, we have to build credibility by delivering a highly available and secure production platform and by delivering successfully on major change projects. When those fundamentals of IT are in place, you can hold a conversation about how to make technology a competitive advantage for the business. — Rahul Samant, CIO, Delta Air Lines

    From colleague to influencer

    Strong relationships can be essential for CIOs looking to elevate their roles and become organization leaders. CIOs report strong relationships with certain peers—especially back-office leaders—but even these relationships often tend to be transactional and ad hoc. Their relationships with executives in customer-facing functions such as sales, marketing, and product development/engineering are weaker (see figure 8).

    Digital vanguard CIOs are more likely to have strong relationships with both front- and back-office functions

    Our research shows that CIOs are 1.5 times more likely to report having a strong or very strong relationship with other business functions when they customize their tech fluency efforts. CIOs in digital vanguard organizations, comprising 10 percent of survey participants, are also more likely than their peers in baseline organizations to report strong or very strong relationships with other business functions, particularly customer-facing teams.

    Sixty-eight percent of digital vanguard CIOs report strong or very strong relationships with other business functions compared to only 60 percent of those in baseline organizations. The gap between CIOs in digital vanguards and those in baseline organizations is even more apparent when examining customer-facing functions: Sixty-five percent of digital vanguard CIOs report a strong or very strong relationship compared to only 50 percent of those in baseline organizations.

    To fulfill the business mandate to grow revenue and transform business operations, CIOs should consider developing technology fluency initiatives for both customer-facing teams—the revenue engines—and back-office functions, the fuel that keeps the organization running. Their differing needs may require customized technology fluency programs.

    On the flip side, CIOs and IT teams also should be more fluent in understanding and addressing customer needs and expectations. More than half of IT teams collaborate with the business on projects to design and deliver customer engagement platforms (62 percent) or design customer products and solutions (55 percent). But fewer are involved in proactive measures such as introducing new technologies to improve customer engagement (48 percent), establishing joint processes with marketing and sales (42 percent), or analyzing data for customer insights (36 percent), all of which could result in stronger understanding and appreciation of customer needs and ultimately enable the business to develop better customer solutions (see figure 9).

    CIOs can establish joint processes and analysis capabilities to better understand customer needs and develop customer-facing solutions

    By deepening their interactions with customer-facing business units, CIOs can gain opportunities to initiate digital strategies to grow customer loyalty and revenue, which could help them evolve from order-taker to business adviser.

    Digital is transforming B2B industries such as ours to the point that our customers expect B2C experiences. We simply cannot operate without transformative technology. Whether it's providing the best customer experience, driving more value to customers, or delivering top-line and bottom-line results, technology is more than an enabler—it’s like the air we breathe. — Joel Grade, EVP and CFO, Sysco Corporation

    Face time with the board matters

    The CIO’s tech fluency strategy can be extended across the organization to its board of directors through consistent interactions and technology-focused conversations.

    A company’s financial performance can be directly linked to the tech fluency of its board of directors. A Deloitte study of US public companies shows that S&P high performing companies—defined as those that outperformed the S&P 500 by 10 percent or more over three years—are nearly twice as likely to have at least one tech-focused board member than lower performers (32 percent versus 17 percent).2 And that’s where the CIO can come in.

    CIOs should strive to be executive leadership’s trusted adviser for all things technology. And CIOs who have built their credibility with functional and C-suite leaders are more likely to be invited to the boardroom. “Boards expect CIOs to do more than provide operational excellence in managing risk and security,” says Peggy Foran, chief governance officer, SVP, and corporate secretary of Prudential Financial Inc. “Boards tend to look at technology from the perspective of risks rather than opportunity, but they also expect CIOs to focus on innovation, products, solutions, and trends that transform businesses. If I were CIO, I would make it my mission to play not only defense but offense.”

    When it comes to board and subcommittee meetings, frequency matters (see figure 10). When CIOs interact with board members only annually, 91 percent focus on IT risk and cybersecurity, giving lesser attention to digital/innovation (39 percent) and technology return on investment (9 percent).

    An increase in frequency of interaction with the board and subcommittees often leads to more strategic technology discussions

    As the frequency of CIO and board interactions increases, the topics they discuss can become more balanced between technology risk and opportunities. For example, when CIOs meet with the board monthly, digital and innovation are discussed 75 percent of the time, with IT risk and cybersecurity dropping to 54 percent. Also, they are more than twice as likely to discuss technology ROI, increasing from 9 percent to 23 percent. This doesn’t mean that IT risk becomes less important—more likely, there’s simply more time to discuss a wider range of technology topics and enhance the board’s tech fluency. Digital vanguard CIOs are slightly more likely to meet with board members on a monthly basis (38 percent) than CIOs of baseline organizations (33 percent).

    It’s a two-way street

    Technology fluency can be the vehicle for CIOs to take their stakeholder relationships to the next level. It can allow them to present a technology solution based on a business need and give them the opportunity to proactively equip and train their stakeholders to understand and engage with technology and ultimately drive business value.

    You’ll know your tactics are working when business leaders—both back-office and customer-facing—and board members come to you for advice to help solve business challenges. Technology fluency can help you build stronger relationships with key stakeholders and gain valuable insights into the needs of the business, allowing you to increase your credibility as an organization leader.

    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. Anthony Stephan, Martin Kamen, and Catherine Bannister, “Tech fluency: A foundation of future careers,” Deloitte Review 21, July 31, 2017. View in article

      2. Khalid Kark, Caroline Brown, and Jason Lewris, Bridging the boardroom’s technology gap, Deloitte University Press, June 29, 2017. View in article

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    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

    Global CIO Research Director

    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
    Anjali Shaikh

    Anjali Shaikh

    Senior manager – CIO Program | Deloitte Consulting

    Anjali Shaikh is a senior manager at Deloitte Consulting LLP and the experience director for Deloitte’s CIO Program, part of Executive Accelerators. She is responsible for leading teams 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. Shaikh spearheaded publications for Deloitte’s global CIO survey and CIO Insider series and currently leads Deloitte’s research on diversity, equity, and inclusion in tech.

    • 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

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