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Effective URL: https://www.gartner.com/en/chief-information-officer/insights/cio-partnerships
Submission: On December 18 via api from CA — Scanned from CA
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<h3> Download this research on value-driving CIO-CxO partnerships </h3>
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<span class="p-small">Tailor CIO partnerships to different executive leader profiles to drive greater value from digital initiatives.</span>
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FOSTERING CIO PARTNERSHIPS WITH CXOS TAKES ON NEW URGENCY
CIOs must partner with C-suite peers to deliver the right enterprise solutions,
especially as tech ownership disperses.
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Tailor CIO partnerships to different executive leader profiles to drive greater
value from digital initiatives.
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VALUE-DRIVING CIO PARTNERSHIPS HINGE ON KNOWING HOW OTHER EXECS THINK ABOUT
DIGITAL
One of the most critical responsibilities of CIOs as members of the senior
executive team is to help other senior business executives become better digital
leaders themselves.
To help CxOs successfully capture value from their digital initiatives, CIOs
must first understand how digitally minded their business peers are.
Meet four key CxO profiles:
* Abdicators
* Project Sponsors
* Digital Explorers
* Digital Vanguards
It will help you tailor your CIO partnerships and engagement for maximum value.
CIOS IMPROVE DIGITAL OUTCOMES WITH THE RIGHT BUSINESS PARTNERS
Appealing to different CxO profiles and sharing digital leadership
responsibilities are key to maximizing digital investment value and driving
better business outcomes from digital.
* Profile Your Partners
* Share Tech Leadership
FOR PRODUCTIVE CIO PARTNERSHIPS, KNOW HOW DIGITAL-FRIENDLY YOUR PEERS ARE
Many CIOs still leave the delivery of digital capabilities entirely to their IT
departments. But those who co-lead and resource digital delivery with other CxOs
are more than twice as likely to meet or exceed the outcomes from their digital
technology investments.
To achieve these kinds of productive relationships, though, CIOs must first
identify the various digital leadership profiles in their executive leadership
team and tailor their engagement to move these individuals to higher levels of
digital leadership proficiency.
CxOs fall into four digital leadership mindsets, which help determine how
successful digital initiatives will be and how much they collaborate with the
CIO.
1. Abdicators resist all forms of collaboration with IT and expect IT to
undertake nearly all delivery activities. Executives who fit this profile
believe that technology delivery is IT’s job and their own staff should stay
clear of technology work.
2. Project Sponsors collaborate with IT on upfront planning and technology
selection but then take a passive posture, deferring all delivery and
implementation activities to IT staff.
3. Digital Explorers are curious about new digital opportunities and
collaborate with IT through both the planning and delivery phases of digital
initiatives. They make domain experts available and attend all necessary
meetings but still depend on IT to lead delivery activities. They lack the
technical expertise and execution capabilities to fully resource and lead
digital delivery activities themselves.
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4. Digital Vanguards collaborate with IT but are also actively involved in
co-leading and resourcing digital delivery activities with their CIOs. They
enlist their CIOs’ help in developing the level of technical skills and
technology delivery capabilities within their business domain. As a result,
their staff are directly involved in building, integrating and managing
technology.
Digital Vanguards are most likely to drive superior outcomes from digital
investments.
HOW TO CREATE AN EFFECTIVE IT OPERATING MODEL VALUE STORY
Modernizing your IT operating model (ITOM) will mean selling the benefits of its
evolved value proposition to business stakeholders.
A storyboard can be an effective tool for the CIO to structure a pitch for a new
ITOM and create alignment with their audience. It will help break down complex
processes and prepare audiences with the insights they need to engage and make
decisions.
Storyboards are most effective when CIOs tell a clear and compelling story that
stakeholders can imagine themselves participating in, inspiring them to
contribute more.
Section 1: Connect with the audience via an intro and hook
The hook of the presentation should explain what, but also why. It should
articulate the business goal or objective that the new operating model will help
enable. Once the audience understands the value, they will be more invested in
seeing the new operating model succeed.
Section 2: Articulate key points that realize the value proposition
With the value proposition established, move into the major components that will
help achieve that new value. Explain each problem the change will address
followed by an answer, summarize each insight before showing evidence and ensure
alignment between the operating model change and supporting insight.
Section 3: End with a summary and call to action
Conclude the story with an appeal to the listener’s emotions (i.e., a sense of
urgency or empathy). Restate the initial thesis as a reminder of the primary
goal and summarize the key points.
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Finally, communicate the call to action or what the audience needs to do next.
The story can end with a:
* Prediction — something that will happen if something doesn’t change
* Question — to get the audience to make their own predictions
* Recommendation — actions that can be taken either by the audience or those
responsible for the issues
* Related quotation
Always craft the message in a way that speaks to the audience.
CIO PARTNERSHIP WITH CISO CREATES ORGANIZATIONAL STABILITY
Learn how Gartner helped create a strategic partnership to infuse a security
mindset and culture in this organization while maintaining consistent
operations.
Learn More
Now on Gartner Peer Community™:
How can you improve your partnerships with CXOs across the org?
Join timely peer discussions around this topic and others on Gartner Peer
Community™. Powered by 100,000+ members, this exclusive network of leaders and
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