CIO Straight Talk - Issue 2 - 40

RANADIVÉ: My friend Charlie Feld, the dean of CIOs,
said that CIO now stands for Chief Integration Officer,
because the CIO has to integrate all kinds of systems and
all kinds of information. The job is to be able to integrate
everything, whether it is on-premise, in the cloud or coming
from a social network, and then to be able to make sense
out of that to help the business.

What should CIOs ask for and demand from various
stakeholders if they are going to be successful today
and in the future?
RANADIVÉ: We are now at a time where we are seeing a
disruption in technology, moving from transactional
database technology to this real-time, event-driven technology. The role of the new technology can be truly strategic
to the business, so the CIO needs to be empowered to make
the kinds of changes so that they can achieve those goals.
The CIO should be willing to accept the fact that there will
be uncertainty in the world and that there might not be
exactness to the requirements. What you trade that off with
is agility, moving fast and failing fast. There has to be a
culture where the CIO can do things quickly and you
quickly figure out which ones are working and which ones
are not. That is a fundamentally different way of doing
things than the 20th century approach of undertaking
multi-year SAP, ERP, hundreds of millions of dollars of
implementation projects. There simply is no time for that in
the 21st century.
DAVENPORT: I am beginning to think that CIOs need
something in addition to just the IT function – not that that
is not enough in itself to make for an interesting job, but
some of the most interesting CIOs I have encountered are
also in charge of something else. Maybe it is strategy.
Maybe it is customer relationships. The actual integration
of IT and the business in one role is something that we will
see more of in the future.
This is a bit of a cliché, but many of the IT organizations
that I see are somewhat reviled for not producing information rapidly enough or being kind of an obstacle to progress
in the minds of the business user. I think clearly an organization is not going to be successful with that situation. The
best environments are ones where it is so close a partnership between IT and the rest of the business that it almost
looks like an overlap, where it is difficult to tell the IT
people from the businesspeople and vice versa. They are
working on projects so closely that they seem joined at the
hip. The organizations I see that are successful have that
kind of relationship.

There is a lot of talk nowadays about transformation
of the IT organization, and both of you have touched
on some dimensions of this topic and provided great
examples. But if you look down the road, let us say to
the year 2020, do you think successful companies will
even have an IT department?

40

// CIO Straight Talk

RANADIVÉ: There will absolutely be an IT department,
but the role will be less focused on building low-level
infrastructure and it will have to be more focused on
delivering value to the business through making sense of
the data, making the data accessible to the business and
providing agility to the business. If I were a CIO, what I
would want from my CEO is just getting empowered to do
things and to fail occasionally. In Silicon Valley, we have
this saying: Fail fast. Rather than spending two years and
taking one shot only to find that the goal has shifted –
which is why so many IT projects end in failure – why not
shift the mindset and fail fast?
DAVENPORT: I don’t disagree, but I think in a way it
would be a very interesting idea to think about what it
would take not to require an IT organization anymore. I
agree that not everything will necessarily go to the cloud,
but there has been an undeniable consumerization of
technology. I would say many business users within
organizations are much happier with the services that they
receive from Apple, Google, etc., than those they get from
the IT organizations that are supporting them internally. I
suspect we will see more of that consumerization and I
think it is not unfeasible that, between the consumeroriented devices and applications and a variety of external
service providers, there might not be IT organizations in
many companies in 2020.
RANADIVÉ: When I was a kid, what my parents had in
the office was far superior to what I would have had at
home. Now we live in a time where what kids have at home
is far superior to what people have at the office. Clearly the
tail will wag the dog and clearly the desktop of the future is
in your palm. There is really a lot that can be gained and
learned from what is provided by companies like Facebook
and Google.
I think there are five factors that you have to consider
whether you are a CEO or CIO of any business. One is the
explosion in data. The second is the rise in mobility. It
took 100 years for there to be a billion phones, but it took
10 years for there to be a billion mobile devices. The third
is the emergence of platforms. These are platforms like
Facebook and the iPhone apps store, etc., through which
you can now reach hundreds of millions of people. You
don’t have to be a large company to have that kind of reach.
The fourth is just the global nature of the world. Centuries
ago, India and China represented two-thirds of the world
economy, and at some point in this century it will get back
to that. The fifth and final thing is math trumping science.
You really have to find the patterns. I think those are the
five factors that are going to shape the decade and perhaps
even the century. What any CIO has to do is to think about
what that means for him or her.



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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