Gartner Research

The New Mission of Your Office of the CIO

Published: 24 November 2014

ID: G00272386

Analyst(s): Lee Weldon, Ansgar Schulte

Summary

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.

Table Of Contents
  • Key Question
  • Opportunities And Challenges
  • How This Report Will Help

Foreword

Executive Summary

  • 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
  • Conclusion

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

Further Reading

  • Related content
  • Gartner Executive Programs reports
  • Core research
  • Book

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