Key Takeaways

• “In 2022, the CEO’s world is inverted and confusing. Growth is still the number one priority, but it matters less than in previous years.”
• “Globalization is continuing but changing as power shifts between major nations - also known as ‘reglobalization.’”
• “Navigating these unusual, unpracticed conditions, CEOs will be slower, ponderous and less certain. CIOs can win if you can help the CEO to be quickly decisive. Your CEO needs proactive tech-related business ideas and insights from you.” 
• “Over a decade, CEOs' views on data have not advanced as much as we might hope. CIOs must take charge to amplify the role of novel data analysis to better diagnose the unusual situation and find superior solutions.”
• “‘Digitalization’ is becoming a more commonly voiced CEO term, representing a blend of internal and market-facing tech applications. CIOs should ease digital efforts away from demand generation and towards operating model delivery efficiency.”
• “Most CEOs now see talent scarcity as a crisis, but firing and hiring faster won’t help the situation. Instead, upcycle internal talent using hyperautomation to remove drudge work.”
• “Engage the circular economy using consumer apps, ecosystems, digital commerce and digital automation to recapture waste flows. Using recycled materials can help with the CEO’s priorities by reducing supply chain fragility, improving investor ESG scores and elevating the brand.”

Key Takeaways

• “Enterprises are increasingly operating in a world of constant disruption, uncertainty, societal unrest and activism. Savvy Boards are looking beyond these challenges and seeing these upheavals and risks as a source of opportunity.”

• “The majority of Boards (89%) now see digital business as a core part of overall business strategy.”

• “While significant progress has been made in digital, the majority of progress has been in digital business optimization, a view that focuses predominantly on internal operational excellence. However, the end game is digital business transformation.” 

• “CIOs must ensure that enterprise technology capabilities and strategy are aligned with what the Board considers to be the breakthrough technologies that will drive digital business and enterprise success.”

• “Boards recognize that decision making in an increasingly uncertain and turbulent business environment requires a higher level of risk appetite and risk taking ability, with 64% planning to increase their risk appetite.”

• “Boards have cited the CEO as the primary digital business leader. Given the macro and strategic benefits Boards are now expecting from digital business, they rightly expect to hold the CEO directly accountable for digital business success.”

  Learn more in the Gartner press release “Gartner Says 89% of Board Directors Say Digital is Embedded in All Business Growth Strategies."

Key Takeaways

• “Leadership is the ability of an individual or a group of individuals to influence and guide other members of an organization. Leadership is an action, the action is influence, and leaders influence outcomes.” 

• 3 key issues need to be addressed:

1. What is an outcome-driven leader?

2. What amplifies your impact as an outcome-driven leader?

3. How do you self-develop your executive abilities effectively? 

• “If you focus on tasks and outputs you give license to an individual mindset which demotes accountability for achievement of what really matters.” 

• “Amplify your impact across the enterprise by focusing on executive success factors. CIOs need the expertise to be able to understand what opportunities will have value, the ability to execute those opportunities effectively and the finesse to successfully navigate all the engagements.” 

• Find friends in the middle: “You don’t learn from the senior most person in the organization, you have to mimic how they learn by talking to the roles that are doing the work. Employ the friends in low places strategy for your learning.”

• “Commit yourself to a new style of leadership. Start by identifying opportunities that you can impact for the enterprise. Follow the outcome-driven leader principles and practice to ignite you and your team to achieve more. Commit yourself to self-development.”