Reinventing Your World — No one knows what the world will be like in 2030. But we do know that life will be always on, always learning and always changing velocity. This will require CIOs to reinvent themselves, their organizations and the world around them. Sounds exhausting. But as a woman CIO, you are more powerful than you realize. Every decision you make, even the smallest ones, create the future. There are all kinds of little things you can do to reinvent the world around you.
Contrary to prevailing wisdom, Gartner suggests that digital business transformation may not be in the best interest of a significant portion of midsize enterprises.
In this informal session we will discuss this "maverick" position interactively with all attendees and explore some of the risks that digital transformation poses for as well as some of the possible actions CIOs can take to mitigate them.
Even in a world that is constantly changing, you can prepare your organization to proactively deliver what's next — continuously. You are leading your enterprise through culture change and digital innovation while shifting to a product delivery structure. In this keynote, we will explore various product models and the business outcomes they support, with an integrated view of technology that builds and sustains momentum for your enterprise.
Business ecosystems have been a major focus of many industry enterprises. Ecosystems offer the opportunity to develop new products and services, gain technical capabilities and skills, and achieve new growth. What is the reality of these models? Are there shining lights in different markets that reshape industry boundaries and add to the industry fluidity. What can organizations learn from these models in developing their own propositions?
A special focus on AI-related findings from the most recent CIO survey data which shows that companies are gaining confidence and experience with machine learning and AI through real use cases. We will explore in depth these cases and their business results, using new interview and client data.
Our brand new global CEO and senior business executive survey reveals what business leaders are focused on in 2019 and 2020. These early trend signals will help CIOs think about how the agenda for IT and digital will change. We will give important high level advice on what to do in response so you can get ahead of the game in your own business.
Most enterprises are pursuing only a subset of the actions required to ensure their business model is ready for the digital future. The actions required are: digitalizing your existing model, pursuing new models, leveraging digital ecosystems, and participating in industry-wide initiatives (e.g. consortia). Does your enterprise need to pursue all of these? Find out in this session.
All tiers of governments face significant challenges in a world that is constantly changing. How can you prepare your organization to deliver mission outcomes and address critical priorities that are evolving— continuously? How can you lead and influence culture change and encourage digital innovation? What is a product delivery structure and how might it help you? In this Government focused interactive Q&A session, we will contextualize the key messages of the keynote and how they can help you improve business outcomes.
Many smart city projects require a powerful engagement momentum to create a successful and scalable win-win relationship for local government, the community and the industry. The access to data to be shared between the partners is critical, and a trusted exchange mechanism such as a data marketplace will create the standardized methodology and rules for collaboration and value chain generation. The presentation will outline business and ecosystem engagement based on data use cases, as well as introduces various data orchestration models such as industrial data space for manufacturing and supply chain, Sensors for automotive, or Firware for smart city.
High-performing teams standout because they do and behave differently. Although building this kind of teams can often feel more like art than science, there are a set of practical steps that CIOs can use — how can I identify whether am I doing it right or not? Does pulling the best performers together guarantee a high-performing team? Is it necessarily a long and winding road, or are there catalysts to accelerate it?
Digital business is driven by innovation and nonlinear thinking. Based on cases from the CIO Agenda this session will present lessons learned and best practices from the startup of internal disruption units.
Despite clear demand and backing from the CEO, CIOs still struggle to start their innovation journey and gain measurable traction on the ground. And when they do, their path can be littered with hazards and pitfalls that need to be avoided. This session will provide some practical techniques for CIOs to help them begin their innovation initiatives and avoid some of the common inception missteps.
Digital transformation requires application architects and developers to constantly evolve and embrace new skills as well as strengthen existing ones. Use this session to identify the skills like agile architecture, AI, ML, multi-experience design and modernization that will enable you to deliver solutions that are relevant and effective.
CIOs are often pressured by their boards and executive teams to increase value, optimize spend and tell a strategic story about modernization. This session will share a case study and benchmark data of a CIO who successfully communicated to leadership about continuously accelerating innovation, rationalizing applications and quantifying technology risk. Participants will have the opportunity to preview Gartner’s new interactive decision models, and to suggest additional analyses to help accelerate modernization.
To address the challenge of ContinuousNext, evolve cybersecurity from project to product management, create business facing security services, and treat cybersecurity as a business function. Address the continuing cultural challenges of taking a risk-based approach by nudging your organization through better customer experience to build a ContinuousNext cybersecurity program.
A key aspect of the increasingly important global digital narrative is the role of digital dragons. These organizations, like Baidu, Alibaba Group, Tencent (BAT), Google, Amazon, Facebook, Apple (GAFA), have digital-first cultures, are digital employers of choice, have highly scalable services, data mastery, deep pockets, evolving platforms and ecosystems with powerful capabilities. They have increasing ambition that crosses and blurs industry boundaries. How should traditional companies and governments think about them, plan with them in mind, and choose whether to and how to use, compete, partner or ignore them?
Turn your AI approach on its head. CIOs should be getting guidance on AI from the most senior leadership, not from technologists. How AI is employed is a proactive decision to be made by these leaders- as it affects brand, compliance and financials. This session gives the CIOs the language and frameworks to help business executives describe how AI should be utilized by the enterprise.
Despite the inexorable march towards cloud computing, organizations haven't considered cloud platforms to be at the forefront for data and analytics workload deployment. Use this session to understand how ready new offerings from Google, Microsoft and others are to host your production data analytics pipelines.
When improperly communicated, cost optimization efforts generate confusion, and can damage team morale. Clients not only ask how to implement cost optimization initiatives but also how do they communicate their efforts and benefits. CIOs can leverage a communication tool like the three-year cost optimization roadmap with five key actions to communicate efforts to stakeholders across the enterprise.
Metrics should inform better decision making. “Business alignment” is spoken about frequently, but execution is challenging throughout the Gartner client base. Key risk indicators (KRIs) should have defensible causal relationships to business impacts and present leading indicators to decision makers. Gartner has developed a methodology to integrate risk and corporate performance that helps achieve these goals.
Digitalized products and services must be improved almost continuously. This fundamental shift requires organizations to break free from an industrial-era design that assumed stability and infrequent, periodic change. Progressive CIOs can maximize value by helping their executive teams rebuild the corporate engine, around a capability that combines continuous value innovation with rapid scaling.
Ask a public sector analyst about the vital role digital government technology platforms are increasingly playing in underpinning IT's ability to support governments and departments. Learn what they are and what they are not. Understand why they are important and what is worse than not having one. Get tips on how to get started and some examples that are already delivering value.
Stories abound about how born-digital companies completely abolished the traditional organizational structure and became extremely succesful. This in turn causes CEOs to ask CIOs, who also happen to be digital business leaders, what is the appropriate organizational structure they should use for a new digital enterprise. Is there an ideal structure that fits mycompany? How does it relate to the operational model? What about changing the structure of an existing digital operation, is it straightforward?
CIOs must be able to concisely communicate the reasons for a new Service, Value or Innovation I&T operating model, how that impacts business stakeholders and why they should care. This session will discuss approaches that CIOs can take to ensure successful buy-in.
Teams are the new organization models in the digital age and everything is different. Without great teams you can’t deliver new value at scale. This session provides CIOs with the key formula Google uses to produce great teams and teamwork.
Much has been written and spoken about Millennials but very little about Centennials. And the headache for companies has not really been the former ones (who in average are already in their mid thirties) but the latter. Centennials are really the first digital-native generation. CIOs are starting to get frustrated with their first experiences with Centennials (the older ones are around 23-24 years old, that is, they are starting to enter the labor market): Centennials exhibit short attention span, they get demotivated very quickly, they only commit to what they want to commit to -versus what the company needs. There is clearly a mismatch between how CIOs lead Centennials and how they need to be led. A research is being carried out about this at the moment.
No CIO feels that they have all the skills they need to meet business demand. Gartner's learning at work model explores the spectrum of employee development methods available. The model provides guidance on how to match needs with methods and best practices for design and implementation of the methods. Learn to design the employee development methods that meets your skills and competency challenges.
Do you share your perspectives and opinions as often and as forcefully as men? How do others react to you when you speak up? Are your views given equal weight? Do you feel you have unique challenges in your organization because you are a woman? Discuss the practical realities of leaning in with other women CIOs. Meetups are networking sessions that allow you to connect with a small group of peers, without Gartner facilitation, in the spirit of solving business problems together. Please make every effort to attend your Meetup as your peers will be looking forward to meeting with you.
Everyone’s digitally transforming. But there is an alarming gap between digital ambition and actual execution. A sense of transformation fatigue is setting in. What if we told you that there are three essential ingredients that CIOs and other executives consistently miss when trying to transform? This session delves into the three most important and most overlooked ways to accelerate your transformation.
To adapt to change and embrace emerging opportunities, CIOs need teams that reflect the diversity of the stakeholders and customers they work with, and have an inclusive environment where all team members are comfortable collaborating and sharing their points of view. This session will review practical examples of how CIOs are using diversity and inclusion initiatives to give themselves an advantage as they shift to ContinuousNext.
ContinuousNEXT is a mindset that accepts and embraces perpetual change. Leadership for ContinousNEXT requires CIOs to adopt a deliberate leadership approach: Shape, shift and share. CIOs can influence culture and change the organization’s mindsets and practices by shaping the new culture deliberately, shifting leadership responsibility to employees, and sharing the new culture widely. We will help you get started with some culture hacks.
Creating strategy is difficult, particularly in organizations that don’t have a clear business strategy. Selling strategy to the board can be even more difficult especially if it involves significant changes in mindset, ways of working or levels of investment. This interactive session will deal with the problems CIOs face in developing strategy and getting buy-in for their plans. It will deal with questions such as: How to create strategy when business needs are changing so quickly? How do I get the board interested in I&T strategy?
CIOs make critical decisions every day — decisions that impact the viability and success of the organization, and the quality of life of the people who work there. Make those decisions count by understanding how to frame and evaluate your options using proven frameworks for every type of decision.
Talent is a key enabler of the enterprise's I&T operating model. CIOs must ensure the enterprise has the roles, skills and competencies required to enable the I&T operating model and execute the business strategy. This session presents what I&T talent and workforce capabilities are needed for each I&T operating model pattern, and provides CIOs with guidance to prepare the organization for the evolution.
Many senior IT leaders feel that the culture they have in their organizations today is not what they need to truly support the enterprise. But culture can feel difficult to change and many leaders don’t know how to get started. Join this Ask the Expert session to understand practical steps you can use to get culture change started in your organization: How can you describe the culture change you need in a way that makes sense to the organization? What is your role as a leader in making change happen outside of your organization and what should you be doing? What are some first steps you can do to get started?
Many CIOs believe that the culture they have today is not what they need moving forward. Because changing culture is difficult and time consuming, CIOs must understand and work through the barriers to culture change that exist in their organization. This session will review research on the barriers and strategies to work through them.
Workplaces are overwhelmingly populated by human beings now, but within a few years augmented intelligence may change circumstances drastically. This presentation examines four scenarios for human-machine interactions in the workplace, with recommendations for managers and executives.
Enterprises supporting digital services, at scale, to external customers/constituents are increasingly creating dedicated product management teams. And as IT organizations move from projects to products for internal consumption, IT portfolio component must be categorized. This approach will enable CIOs and other IT leaders strategically to plan future investments (vs. annual budgets) and resource requirements.
To succeed in digital business, organizations need a strategy that provides clarity about long-term direction while remaining flexible enough to deal with the dynamic and rapidly changing environment in which they operate. This requires a new approach to how strategy is created, reviewed and updated. This session will provide CIOs with practical tools and techniques for developing strategy in the fast-paced and uncertain digital era.
Up to 50% of all enterprise technology spending now falls outside the IT budget. While some CIOs still label this spending “shadow IT,” many see the potential for a new multidisciplinary model where mixed teams of IT staff and “business technologists” deliver new capabilities. This session will discuss these teams and show how CIOs at BP, Standard Bank and West adapt governance, accountability, and metrics to support them.
The move from projects to products and the use of multidisciplinary product teams requires significant changes to the operating model, with a fundamental change in the engagement model with business stakeholders. It is an organizational development program the CIO usually needs to champion. In this session we'll address some of the critical success factors in getting this change underway and resolve queries.
Few enterprises are questioning the need to have a digital design capability. The challenge facing CIOs is how to hire and retain digital design staff, where to fit these people within their department (or departments other than IT) and how to manage handoffs between teams — particularly in conjunction with agile development. This presentation will go through the most common patterns Gartner has seen in both public and private sector enterprises. We will explore the pros and cons of each approach to help CIOs in finding the approach that works best for their specific environment.
Operating a product-centric model requires continuous alignment between value streams, value delivery and enterprise goals. This session will address how CIOs can solidify their leadership by adopting an adaptive governance approach that drives coherence for delivering business outcomes on both the product and enterprise levels.
Getting the work done in a digital business depends on new work structures and methods. While most CIOs have implemented agile and are moving to DevOps, most have not yet scaled the product management discipline to achieve effective strategy execution. When they do, they realize everything changes from funding to talent to governance and prioritization. In short, their I&T operating model and likely their enterprise operating model should change. This session advises CIOs on how to implement and scale product management, with a lens on transforming their operating model to achieve their digital ambition.
More than half of IT organizations have shifted some, if not all, of their application development to agile methods. The majority are also from a project- to product-centric delivery model. However, many CIOs have failed to ensure that effective governance and financial management practices have been changed to accommodate a new delivery model that is much faster and needed to support a digitally enabled business that drives additional value. Although best practices are just emerging, this sessions discuses some of the current successful trends as well as pitfalls to avoid.
The majority of CIOs are experimenting with IT product management but scaling the model is hard. This session will elaborate on why a product mindset should be applied and show how CIOs are overcoming common IT product management pitfalls by:
● Adopting tactics such as defining product lines around business capabilities.
● Changing the way IT engages with business stakeholders.
● Working with the CFO to align funding to products.
● Developing new scorecards to manage product performance.
Most public sector and commercial enterprises have been renovating their core in order to create a foundation for the digital business technology platform. To fully realize the benefits of the platform, it is vital that they not think of the platform as a one-time exercise or project. This session details how CIOs and their teams should combine product management discipline with continuous delivery of incremental value to the technology platform. This will provide a foundation to continuously innovate customer experiences, product/services, and business capabilities - a vital necessity in the digital world.
Digital product management is a key component of ContinuousNext. It will allow CIOs to reframe the way value is created for the enterprise. But transitioning an IT organization from its traditional project-orientation to one of product-centricity poses steep challenges. This session will give participants the opportunity to highlight and discuss the most effective route towards competent digital product management.
Product management in IT or in collaboration with others in the rest of the business can drive ContinuousNext by balancing fast, flexible support for digital business with the benefits of central control. But it often fails due to role confusion, talent gaps, stakeholder skepticism and misaligned budgets. We’ll show how CIOs at Monsanto, Cisco, and Hilton address these issues to make product management a success.
The transition from projects to products is one of the most challenging transformations that IT and business have ever attempted. Products hold out the promise of continuous innovation and improvement, delivered at velocity. But getting there will involve the development of new skills and competencies, embedded in roles that have little precedent in traditional project-driven IT organizations. This presentation shares research findings and best practice to guide the CIO through this transition.