ID Number: G00230429



Amplifying the Enterprise: The 2012 CIO Agenda
1 January 2012
 
Mark P. McDonald   Dave Aron  

The 2012 CIO Survey and current business conditions suggest a need to raise enterprise effectiveness quickly, efficiently and flexibly. CIOs are using technology as an "amplifier" to cut internal distortions and strengthen market signals, feedback and the customer experience.





*
Unavailable for individual purchase
For information on how to gain access to this and other documents,
click here.













Contact Gartner




For information on how to gain access to this and other documents, click here.
 You or your organization may already own this document. Register now to find out. Your Gartner Membership Administrator can supply the needed License Key(s).
You will not lose your document during registration.
Sign in here:
Username:

Password:
Forgot your username
or password?







This document is not available as part of your current Gartner subscription. For pricing and availability of the full document, please contact your Gartner account representative. Your account representative can also give you more information about your current subscription and other access options that may be available to you. If you do not have a Gartner account representative, call +1 203 316 1200 for assistance.

Table of Contents

Contents
  • Foreword
  • Executive Summary
    • Business priorities pull CIOs in multiple directions
    • Strengthen the customer experience
    • Eliminate internal distortions
    • Build an enterprise amplifier
  • Business priorities Pull CIOS in Multiple Directions
    • Customers are what connect business strategies across the enterprise
    • Case Study: UL — Advancing the enterprise by advancing technology rather than IT
    • CIO IT budgets reflect global economic conditions
    • Case Study: Tokio Marine & Nichido Fire Insurance — Business transformation improves the response to a devastating tsunami
    • Government CIOs are concerned with cost, alignment and control
    • Case Study: GovtAgencyCo — Reducing costs and creating a platform for growth via the cloud
    • CIOs face significant barriers to formulating a broader definition of technology
    • Amplification: An analogy for how technology creates value for the enterprise
  • Strengthen the customer experience
    • Apply technologies that amplify the customer experience and the enterprise
    • Focus on amplifying the customer experience
    • Case Study: Classified Ventures — Applying technology to drive growth
    • Mobility is a technology priority over the next three years
    • Social media, essential for customer engagement, is at a tipping point
    • Case Study: Queensland Police Service — Harnessing social media’s power to improve transparency and community relations
    • Externally oriented technologies strengthen the customer experience and enterprise signals
  • Eliminate internal distortions
    • CIO strategies are tuning up for transformation
    • Case Study: Banco Bilbao Vizcaya Argentaria — Approaching cloud services strategically to simplify platforms and processes while enhancing productivity
    • Amplify the right internal connections
    • Amplify the support functions that influence enterprise and IT performance
    • Case Study: Welspun Group — Transforming IT at the pace of business transformation
    • Sustain improvements by enhancing management capability
    • Case Study: Corporate Express — Business process transformation moves IT from back-office operations to the front lines of growth
    • Eliminating internal distortions amplifies enterprise effectiveness
  • Build an enterprise amplifier
    • Build an effective amplifier by building effective IT
    • Amplifying IT starts with amplifying the IT strategy
    • Case Study: Tata Motors — Leading through IT strategy
    • CIOs must resolve the skills crisis in their IT organizations
    • Improved IT and enterprise effectiveness amplifies the CIO’s role
    • Case Study: London Organising Committee of the Olympic and Paralympic Games — Being a transformational CIO
    • Guide IT’s amplification with the correct set of metrics
    • Build an enterprise amplifier
  • Appendix: Additional data, demographics
  • Further Reading
    • Related content
    • Gartner Executive Programs reports
    • Core research
    • Books
    • Articles
    • Website
Figures
Figure 1.
Business strategies call for revenue growth, new connections with customers and reduced costs
Figure 2.
CIO technology priorities concentrate on the customer experience
Figure 3.
CIO IT strategies concentrate on eliminating IT and enterprise distortions
Figure 4.
Technology amplifies the enterprise by enhancing the customer experience and eliminating distortion
Figure 5.
Business strategies call for revenue growth, new connections with customers and reduced costs
Figure 6.
Executives look for technology to influence core elements of the business model
Figure 7.
Global weighted average CIO IT budgets are expected to remain flat for 2012
Figure 8.
Industry and regional CIO IT budget changes for 2012
Figure 9.
Government strategies concentrate on operational performance, costs and control
Figure 10.
Government IT strategies reflect a tighter connection with the business
Figure 11.
Government technology priorities see new technologies creating new channels and infrastructures
Figure 12.
CIOs have a positive view of their abilities and prospects, with a majority seeing their enterprise as above average
Figure 13.
CIOs see multiple barriers to the enterprise gaining value from IT
Figure 14.
Technology amplifies the enterprise by enhancing the customer experience and eliminating distortion
Figure 15.
Amplifying technologies support the top-ranked CIO business strategies
Figure 16.
CIO technology priorities concentrate on the customer experience
Figure 17.
CIOs see the customer experience as the best opportunity for IT innovation
Figure 18.
Mobility represents a significant focus over the next three years
Figure 19.
Mobility looks to be the next competitive frontier for technology
Figure 20.
Enterprise cultural attitudes toward social media
Figure 21.
CIO IT strategies concentrate on eliminating IT and enterprise distortions
Figure 22.
Average enterprise effectiveness scores by category
Figure 23.
CIO strategic rankings by effectiveness groups
Figure 24.
CIOs see IT as most relevant when concentrating on internal activities
Figure 25.
The relative readiness of internal enterprise operations
Figure 26.
IT support for management tasks indicates a need for improvement
Figure 27.
CIOs believe their managers know less about applying technology than about controlling it
Figure 28.
C-level knowledge of IT varies by role
Figure 29.
IT effectiveness varies with overall enterprise effectiveness
Figure 30.
Business and IT factors influencing the IT strategy
Figure 31.
CIOs report a need to make significant improvements across all skill levels in IT
Figure 32.
CIO plans for the future
Figure 33.
Top-performing CIOs apply external metrics to demonstrate IT's contribution
Figure 34.
Suggestions and recommendations for transforming IT into an enterprise amplifier
Figure 35.
Suggestions and recommendations for building IT into an enterprise amplifier (continued)
Figure 36.
Suggestions and recommendations for building IT into an enterprise amplifier (continued)
Figure 37.
CIO IT budget projections by size of CIO IT budget
Figure 38.
Survey demographics




© 2012 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.




Resource Id: 1901814