The Armed and Potent Digital Leader: How to Become a Digital Dragon

Archived Published: 26 May 2017 ID: G00326381

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As a digital leader, the CIO embarks for unknown territory and must be armed with powerful adaptive capabilities. These capabilities can harness disruptive technologies and concepts to pre-empt, surprise, outpace or outmaneuver rivals, creating a competitive edge for the 21st-century enterprise.

Table of Contents

  • Introduction
  • Analysis
    • Be a Bold Dragon by Flexing and Stretching Risk Appetite, and Being Ready to Initiate, Avoid or Deflect Improbable Scenarios
      • Repeat, but Also Distort Practices That Have a Positive Outcome
      • Regularly Challenge Internal Norms to Exercise Adaptability
      • Reflect on Improbable Scenarios to Unlock New Ways of Solving Problems
    • Inject Diversity by Building a Talent Portfolio of Regular and Irregular Competencies
      • Seek Out Unlikely Winners to Redefine What Success Might Look Like
      • Adapt the Job to the Talent, Not the Talent to the Job, to Let Them Do What They Do Best
      • Form Extremely Diverse Teams With Different Cognitive Styles to Yield More Ideas and Options
    • Create a "Digital Dragon Incubator" to Seed Highly Curious, Inventive, Entrepreneurial and Situationally Aware Leaders
      • Provoke and Stretch Your Talent in a "Digital Incubator" to Fast-Track Desirable Traits
      • Use Digital Innovation on Yourself and Your Environment to Test, Influence and Monitor Behaviors
      • Build a Community, the Culture Will Look After Itself
  • Gartner Recommended Reading
© 2017 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 Gartners 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.

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