Gartner Regional CIO Forum 2019 March 11 - 12 / Johannesburg, South Africa

Registration and information hours for the day.

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.

Join your peers for refreshments in a brief break between sessions.

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.

For CIOs that want to start bimodal or parlay their initial successes in bimodal by scaling it to the enterprise and beyond, how do they do that? This presentation offers insights into emerging and best practices in enterprise bimodal by learning from visionary CIOs that executed, achieving success.

This session will consist of two parts, firstly, a short overview of how leading global organizations are transforming their business models to drive digital business, and secondly, a facilitated discussion with your peers on applying such learning’s within your organization.

The role of the CIO is changing. They must live up to increasingly challenging expectations of helping initiate and scaling digital business. To do this successfully, CIOs need a world-class EA program that can advise about technology-enabled business. This presentation explores the attributes, best and leading practices of world-class EA and what CIOs must do build a world-class EA program.

CIOs who aspire to move to a different executive role must follow the path of those who previously made the leap. Based on interviews with fifteen leaders who made such a leap, we offer practical advice they shared on what served them well. CIOs should generate revenue, run a P&L like investors are watching and pivot their personal brand toward business. Learn how they did it.

CIOs still struggle to demonstrate the business value of IT, according to a recent Gartner survey. In the digital age, where the potential for IT to add value has grown exponentially, CIOs must develop a sound approach to demonstrating the business value of IT. What are some of the practices that can assist in bridging this gap and what performance metrics should CIOs be reporting on? This roundtable will focus on how to demonstrate the business value of IT by discussing some practical and real life examples.

Join other attendees for lunch and take advantage of the opportunity to network and catch up on the day's activities so far.

A key aspect of the increasingly important global digital narrative is the role of digital dragons. These organizations, like Baidu, Alibaba, 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?

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?

Moving to a Digital Operating Model is a major transformation with many work streams spanning multiple years. This session addresses transformation challenges and how to overcome them, including performance management, governance approach, and new ways of working, such as bimodal and moving to the product model.

Join your peers for refreshments in a brief break between sessions.

Strategic planning is at the heart of any enterprise, and alignment with the corporate strategic plan is often a key concern of CIOs. There is a science to developing an IT strategy, and there is an art. This session explores the art of strategic planning, helping attendees articulate IT’s contribution to business success. In this workshop, attendees will:

● Engage in the thought process behind the art of a one-page strategy

● Learn the techniques for developing a one-page strategy and have the opportunity to develop your own one-pager.

Traditional business and operating models are not fit for the digital era. Consequently the pioneering CIOs are having to experiment and reform their culture, organization and technology to drive digital business transformation, and enterprise agility. CIO will only have a short window of opportunity to influence the CEO and enterprise leaders to drive through fundamental change. This session will focus on:

● Designing a comprehensive enterprise-agile transformation roadmap traversing culture, organization and technology.

● How to find, engage and hire “change agent’s” with deep practical experience with lean and agile transformations, to ramp up capability and confidence.

● How to scale enterprise-agile business and IT principles and practices strategically, continually reflecting and adapting the transformation roadmap.

Culture is the most frequently mentioned obstacle to scaling digital business. IT Leaders find culture hard to understand and even harder to change. The journey of changing culture starts when you talk about it, and happens through an intentional series of small changes. Use Gartner’s PRISM model as a way to start a conversation in your organization about culture and start your culture change journey.

Everyone is talking about future proofing their business, and yet, the people to make decisions, create the environment, and drive change are leaders. So, it is even more critical for all leaders to develop self-leadership competencies. These include INTENTION, INFLUENCE, and IMPACT. To realise this, much emphasis must be placed on understanding the difference between command and inspirational leadership, improving accountability, commitment, responsibility, exponential thinking, and agility. You will leave with understanding the required leadership competencies, key decisions which need to be made, and how to steer the business in the direction of profit and growth.

Registration and information hours for the day.

Enterprise architecture and technology leaders engaging leadership teams in ideation require new tools. These are not the tools used by those engaging projects, but for those involved in selection next wave of technology innovation that will have a direct impact upon business outcomes. Leaders show us how to take positions on technology and illustrate how to make them relevant. In this session, you will learn why this is important, when and how to use it, and how you can begin to develop your own.

Most business cases are not that great in many ways. But specifically in terms of the way the measurement and justification of the value of each business case, and the comparison of multiple business cases is broken. In this session, we will discuss three advanced practices: Fear-/Fact-/Faith-based portfolio segmentation, better net present value calculations, and real option valuation. CIOs and other IT leaders should think through these practices and discuss them with their CFO, CEO and other business leaders to improve digital investment decision making.

We have reached the Peak of Inflated Expectations for digital business transformation! Digital innovation promises to help organizations captivate customers and create new business models. But, for many CIOs, delivering digital innovation is harder than expected. To succeed, CIOs need to overcome barriers to becoming a digital business. As a result digital seems to occupy both the Peak of Inflated Expectations and the Trough of Disillusionment on a Gartner Hype Cycle at the same time. In this roundtable, audience members will actively engage and dialogue in order to: Identify the top barriers to digital innovation and business transformation and understand how they play out in specific organizations; identify and develop workable remedial strategies to overcome such barriers.

Although it is now widely acknowledged that IT has become a critical part of almost every department, and the majority of businesses have high expectations for their technical investment, IT strategy still ends up as an afterthought. This presentation will take you through the practical aspects of how to approach aligning IT to Business strategy as well as how to measure progress to ensure that business outcomes are being achieved.

Join your peers for refreshments in a brief break between sessions.

Bimodal is a key capability to deliver and scale digital strategies. It combines rock-solid delivery of IT services with an ability to innovate and explore, which is essential in the digital era. Following are some of the frequently asked questions on bimodal foundations that may be discussed during this small, interactive session:

● What guidelines to use to decide what goes in Mode 1 vs. Mode 2?

● What pitfalls have other organizations experienced on the road to bimodal IT?

● How do you avoid Mode 2 becoming the place where the “cool kids” hangout?

The new CIO has 100 days to create the right impression and set themselves up for success. We explore five of the most common and often fatal mistakes made by CIOs in transition as they embark on their new role.

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.

Join other attendees for lunch and take advantage of the opportunity to network and catch up on the day's activities so far.

IT is the second most critical resource to any business executive, after people. However, if there’s no accountability on the demand side, IT costs run out of control! This is a blueprint for putting IT spending decisions to where they belong. IT must transparently connect costs to business outcomes. But it’s the responsibility of business executive to choose the IT services and service levels they need based on a cost-benefit analysis.

In the digital era, business change is the new normal and innovation is essential to success. Yet navigating the expanding landscape of innovation approaches can be intimidating. A customizable innovation framework can take into account your organization, culture, and personalities that will deliver innovation roadmaps for high-value business outcomes.

Measuring and communicating the business value of information and technology is a persistent challenge for business executives. How has your IT Organization developed successful routines for linking information and technology investments to business outcomes?

Join your peers for refreshments in a brief break between sessions.