CIO Straight Talk - Issue 7 - 83
83
In the cases that you just
mentioned, where did that
vision originate?
In some cases, the vision came
down from the CEO as someone
who really got the change and
the need to drive it. In other
cases, it came from the CIO. For
example, leaders of Codelco, the
world's largest copper mining
company, have a vision where
no miner ever needs to work
underground. The vision, as
they roll it out, was identified by
the CIO and the transformation
is being led by the CIO. But the
entire senior team is involved in
making that happen.
In fact, technology is
something that can't be left to
the CIO anymore. The CIO has
a really important role to play,
but the real value of technology
comes from the chance
to change the customer's
experience, to change the ways
that employees engage with
each other, to change the way
decisions are made. These are
the sorts of things that business
managers need to know how
to drive.
Interestingly, in the early
stages of the research, I talked
to CEOs and other very senior
executives at 50 companies.
A lot of them said, "This
digital stuff is too fast; it's too
innovative. We cannot leave it
to our IT department because
the IT department can't handle
it." What they wanted to do
was to work around their IT
departments. Yet among
the digital masters that we
identified, the companies that
are doing this right, every single
one of them found ways to work
with their IT department to drive
the transformation. Sometimes
that meant changing the
opinions of the business leaders.
Often it involved changing how
IT worked. IT people have an
interesting role to play; they just
can't do it alone.
What is it that the digital masters
are getting right?
The way to think about this is
that you can transform in three
areas: customer experience,
operations, and business
models. Transforming in one
area makes transformation in
other areas possible. It's really
hard to create a phenomenal
customer experience unless
your operations are clean. If
you've got great information
and you've got great customer
experience, new business
models can emerge. The
Digital Masters, whether it be
Caesars in hospitality or Nike
in apparel or Asian Paints in
paint or Burberry in retail, these
companies often start with one
area but they find that they end
up transforming a lot of areas as
they move on. (See the sidebar
"Asian Paints: From Consolidation
to a New Business Model.")
The key thing about the
Digital is about
changing the
business, not
just changing
the technology.
Organizations
need somebody
who can own
that vision and
can work with
the different
parts of the
business to
drive that
transformation.
BIG THINKING
CIO Straight Talk - Issue 7
Table of Contents for the Digital Edition of CIO Straight Talk - Issue 7
Contents
CIO Straight Talk - Issue 7 - Cover1
CIO Straight Talk - Issue 7 - Contents
CIO Straight Talk - Issue 7 - 1
CIO Straight Talk - Issue 7 - 2
CIO Straight Talk - Issue 7 - 3
CIO Straight Talk - Issue 7 - 4
CIO Straight Talk - Issue 7 - 5
CIO Straight Talk - Issue 7 - 6
CIO Straight Talk - Issue 7 - 7
CIO Straight Talk - Issue 7 - 8
CIO Straight Talk - Issue 7 - 9
CIO Straight Talk - Issue 7 - 10
CIO Straight Talk - Issue 7 - 11
CIO Straight Talk - Issue 7 - 12
CIO Straight Talk - Issue 7 - 13
CIO Straight Talk - Issue 7 - 14
CIO Straight Talk - Issue 7 - 15
CIO Straight Talk - Issue 7 - 16
CIO Straight Talk - Issue 7 - 17
CIO Straight Talk - Issue 7 - 18
CIO Straight Talk - Issue 7 - 19
CIO Straight Talk - Issue 7 - 20
CIO Straight Talk - Issue 7 - 21
CIO Straight Talk - Issue 7 - 22
CIO Straight Talk - Issue 7 - 23
CIO Straight Talk - Issue 7 - 24
CIO Straight Talk - Issue 7 - 25
CIO Straight Talk - Issue 7 - 26
CIO Straight Talk - Issue 7 - 27
CIO Straight Talk - Issue 7 - 28
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CIO Straight Talk - Issue 7 - 30
CIO Straight Talk - Issue 7 - 31
CIO Straight Talk - Issue 7 - 32
CIO Straight Talk - Issue 7 - 33
CIO Straight Talk - Issue 7 - 34
CIO Straight Talk - Issue 7 - 35
CIO Straight Talk - Issue 7 - 36
CIO Straight Talk - Issue 7 - 37
CIO Straight Talk - Issue 7 - 38
CIO Straight Talk - Issue 7 - 39
CIO Straight Talk - Issue 7 - 40
CIO Straight Talk - Issue 7 - 41
CIO Straight Talk - Issue 7 - 42
CIO Straight Talk - Issue 7 - 43
CIO Straight Talk - Issue 7 - 44
CIO Straight Talk - Issue 7 - 45
CIO Straight Talk - Issue 7 - 46
CIO Straight Talk - Issue 7 - 47
CIO Straight Talk - Issue 7 - 48
CIO Straight Talk - Issue 7 - 49
CIO Straight Talk - Issue 7 - 50
CIO Straight Talk - Issue 7 - 51
CIO Straight Talk - Issue 7 - 52
CIO Straight Talk - Issue 7 - 53
CIO Straight Talk - Issue 7 - 54
CIO Straight Talk - Issue 7 - 55
CIO Straight Talk - Issue 7 - 56
CIO Straight Talk - Issue 7 - 57
CIO Straight Talk - Issue 7 - 58
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CIO Straight Talk - Issue 7 - 60
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CIO Straight Talk - Issue 7 - 65
CIO Straight Talk - Issue 7 - 66
CIO Straight Talk - Issue 7 - 67
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CIO Straight Talk - Issue 7 - 69
CIO Straight Talk - Issue 7 - 70
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CIO Straight Talk - Issue 7 - 72
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CIO Straight Talk - Issue 7 - 75
CIO Straight Talk - Issue 7 - 76
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CIO Straight Talk - Issue 7 - 79
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CIO Straight Talk - Issue 7 - 81
CIO Straight Talk - Issue 7 - 82
CIO Straight Talk - Issue 7 - 83
CIO Straight Talk - Issue 7 - 84
CIO Straight Talk - Issue 7 - 85
CIO Straight Talk - Issue 7 - 86
CIO Straight Talk - Issue 7 - Cover3
CIO Straight Talk - Issue 7 - Cover4
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