CIO Straight Talk - Issue 2 - 39

My argument has always
been that organizations in
general, and CIOs in particular,
need to think a little less about
plumbing and a little bit more
about the water, less about the
technology and more about the
information itself, and the decisions
that are made with that information. I
believe that increasingly organizations
and CIOs will need to think about the big
swing decisions.

The problem being that the border crossing official
doesn’t notice that the guy is shaving while sipping
champagne and is also carrying diapers in his backpack.
RANADIVÉ: Right [laughs]. Actually, the problem is that
we are saddled with 20th century architecture where some
company has convinced you that you needed to put
everything in a database and the database is a piece of
legacy software. In this world of exploding data with lower
latencies, where the consequences are huge, you need a
timely application of the analysis of the data.

In this new environment, what should CIOs expect
from their stakeholders?
RANADIVÉ: At the end of the day, the CIO has to do what
the business side wants. A CEO’s concerns today, across all
industries, are as follows. Number one is holding onto the
customers they have and then being able to up-sell/crosssell to them. The second concern is that they want to
squeeze more value out of their existing supply chain. The
third concern is managing risk. This could be risk of fraud
or it could be a cyber attack, all manner of risk.
So, the CIO has to think about, “What do I do in order to
help up-sell/cross-sell customers, help optimize and get
more value from the company’s supply chain and help
guard against risk?” That calls for a fundamentally new
kind of architecture, an architecture that is based more on
an information bus than a database, an architecture that is
based on events. You look at things as they’re happening
rather than observing past transactions.
Traditional business intelligence approaches are like trying
to drive down a road by looking in the rearview mirror.
Yes, you need to be aware of historical patterns, but you
also need to be looking at the road as you are driving,
allowing you to avoid potholes or spot a faster route.
DAVENPORT: My argument has always been that
organizations in general, and CIOs in particular, need to
think a little less about plumbing and a little bit more about

the water, less about the technology and more about the
information itself and the decisions that are made with that
information. A number of things that Vivek mentioned are
basic decisions. What particular products do we offer to
customers in order to get them to buy the next best thing for
us? Should we accept this credit transaction? Those are all
daily operational decisions. In addition, I believe organizations and CIOs will need to increasingly think about the big
swing decisions I addressed earlier.
At Procter & Gamble, for example, the CIO has done a
great job of positioning that organization away from
focusing on technology. He outsources a lot of the conventional IT operations work. They are trying to move to an
environment where at least 20 percent of the people in the
IT organization (which they call Information and Decision
Solutions, a name that tells you a lot in itself) are basically
business intelligence or analytics advisors, trusted advisors
to the rest of the business, helping them think about how
they improve their decisions. This would be a huge change
for most IT organizations today.
RANADIVÉ: Companies that are able to make sense out of
the deluge of data are going to be the winners in the 21st
century. I believe the data exists to leverage every opportunity and to solve every problem. Companies like Procter &
Gamble have really been able to get their businesspeople to
focus on business problems by making the data very, very
accessible in a way that they can absorb it and make sense
out of it.

How does a CIO reposition himself or herself in this
new world?
DAVENPORT: Increasingly, a lot of the technology is
available through the cloud. There are plenty of people who
are happy to take over the job of operating your network
and operating your computing environments, etc., so that in
many cases it frees up time and energy and brainpower to
focus on how the technology and the information are really
going to be used in business.

CIO Straight Talk //

39



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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