Gartner Research

The CIO's Guide to the First 100 Days of Your New Office of the CIO

Published: 29 June 2016

ID: G00298435

Analyst(s): Lee Weldon, Heather Colella , Jeffrey Cole

Summary

As CIOs respond to digital business leadership issues while still managing the IT organization, they are increasingly returning to setting up an office of the CIO for support. But where do they start, how should they ramp up this team and what should the focus be in the first 100 days?

Table Of Contents

Analysis

  • The 100-Day Plan
  • Warning Signs That You Need an OCIO, or Need to Revisit Your Existing One
    • You Need an OCIO If …
    • You Need to Revisit Your OCIO If …
  • Getting Started: Prelaunch or Relaunch
    • The Purpose of Your OCIO
    • Building the Team
  • Launch the New or Renewed OCIO
    • Communicating the OCIO Launch With Key Stakeholders
    • Engaging the OCIO Team
    • Establishing Working Relationships
  • The First 100 Days: Days 1 to 30
  • The First 100 Days: Days 31 to 100
    • Focus on Your Priorities
    • Doing the Right Things
    • Doing Things Right
    • Identify and Produce Quick Wins
    • Measure to Align With Priorities and Show Value
  • 100 Days and Beyond: Calibrate and Evolve
    • Evolve by Extending the OCIO to Add Value
    • Extend to Include Nascent Capability Development to Support Digitalization
    • Continuously Calibrate to Keep Your OCIO Relevant
  • Next Steps

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