Why CIOs and business heads need to be a team

High-performing CIOs are changing the way they interact with their C-level peers, talking about business value rather than just technology. They are aligning with other leaders to unlock the benefits of digital transformation across the organisation.

CIOs are also increasingly becoming the orchestrators of the digital dream team, a concept. Led by the CIO, these are the new, key decision-makers across finance, HR, customer experience, operations, and IT—and other business functions—that are driving the digital transformation agenda.

This all sounds well and good, but why have we only moved this far?

Based on recent conversations, it is clear that this comes down to four important points that need close attention if budgets, stakeholders, and technology are to fully align and execute on this transformation.

Somewhat ironically, the challenge is not technology itself. Technology also will not make things happen—people will. But people are often resistant to change and in many cases risk-averse.

CEOs are driving the digital agenda from the top, but if they voice any concerns or do not lend their support, it is unlikely any initiatives will succeed. Equally, it is important to build wider support by coaching and involving all key functions, such as HR, marketing, and CX.

Also, good communication skills coupled with speaking the language of other functions helps increase understanding and buy-in. This includes references to specific metrics or KPIs that, for example, HR, finance, or CX leaders use in their business areas. Inclusion is key.

It almost feels natural that the CIO should be the one the CEO puts in charge of digital transformation. Indeed, in my conversations with our customers and partners, the feedback I most often hear, is that it is the CIOs and CDOs who are spearheading such initiatives.

But the CIO’s mandate should not be taken for granted. Securing ownership of cross-functional change is extremely important and this also means acceptance from C-level peers to make decisions in the interests of the organisation.

It is particularly important when we consider that 62% of budgets invested to support digital transformation initiatives come from outside of IT, according to IDC.

Big projects often fail, but by implementing change in small steps—or sprints, if you like—you can maintain a sense of controlled evolution. A step-by-step approach will also keep the CEO on board, who is unlikely to put their career on the line for the sake of a big bang, wide-scale digital transformation.

You also come across projects and business cases that are inadequate, in the sense, they are either too detailed or too vague and are primarily based on gut feeling. Striking the right balance between detail and high-level priorities will ensure business cases can be used as dynamic, live documents in any part of the business.

Key takeaways 

• Striking the right balance between detail and priorities will ensure business cases can be used as dynamic documents.

• Big projects often fail, but by implementing change in small steps, you can maintain a sense of controlled evolution.

• Technology also will not make things happen—people will.

• People are often resistant to change and in many cases risk-averse.

• It almost feels natural, the CIO should be the one the CEO puts in charge of digital transformation.

• 62% of budgets invested to support digital transformation come from outside of IT.

By Philip van der Wilt, SVP and GM EMEA, ServiceNow.