The digital industrial economy is driving a transformation to digital business. As enterprise leaders increasingly participate in information and technology decisions, the office of the CIO (OCIO) becomes a catalyst for the transformation, and an orchestrator of enterprisewide digital business efforts.
- Key Question
- Opportunities And Challenges
- How This Report Will Help
- The game is changing for cross-functional IT management
- Where digitalization is still on the horizon, the OCIO is a catalyst for change
- Where digitalization has taken hold, the OCIO is an orchestrator
- The three critical success factors for an OCIO in the digital age
The game is changing for cross-functional IT management
- Cross-functional IT management capabilities and the OCIO
- The third era of IT is reshaping cross-functional management capabilities
- A new mission emerges for the OCIO
- When digitalization is coming: The OCIO as catalyst
- When digitalization begins spreading through the enterprise: The OCIO as orchestrator
Where digitalization is still on the horizon, the OCIO is a catalyst for change
- The OCIO needs to become a digitalization catalyst
- The OCIO plays a crucial role in renovating IT for the digital age
- As a catalyst, the OCIO accelerates change in key cross-functional IT management capabilities
Where digitalization has taken hold, the OCIO is an orchestrator
- The OCIO orchestrates the transformation to digital business
- The OCIO plays a vital role in orchestrating digital innovation
- The OCIO harmonizes key digital players in the enterprise
The three critical success factors for an OCIO in the digital age
- The OCIO must evolve and enhance its skills, practices and relationships
- Skills are crucial to staying relevant
- The OCIO must continually improve and balance several key practices
- The OCIO must cultivate relationships with the CIO and other digital leaders
Appendix: OCIO Overview and Case Examples
- OCIO overview
- OCIO as "industrializer"
- Case example: BP, Europe and Africa Fuels Value Chains
- Case example: InsureCo
- OCIO as catalyst
- Case example: ConsumerCo
- Case example: City of Amsterdam
- OCIO as orchestrator
- Case example: Volvo Cars
- Case example: Achmea
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