Andi Mann - The Innovative CIO: How IT Leaders Can Drive Business Transformation
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Does your organization fumble when it comes to innovation? The Innovative CIO presents a pragmatic guide to overcoming the 10 innovation killers within your company. --Dennis McCafferty CIO Insight, 1/23/2013 (www.cioinsight.com/it-management/innovation/slideshows/ten-ways-to-kill-innovation/)
Are you unwittingly stifling your employees entrepreneurial spirit? The Innovative CIO discusses innovation killers that could be holding back your small business or startup. --Paul Shread TIME/Business & Money, 1/29/2013 (business.time.com/2013/01/29/removing-barriers-to-innovation/#ixzz2JSrUlD3A)
The Chief Information Officers influence in the business organization has been waning for years. The rest of the C-suite has come to regard Information Technology as slow, costly, error-prone, boring, and unresponsive to business needs. This perception blinds company leaders to the critical value IT can deliver and threatens the competitive health and long-term survival of their enterprise.
The modern CIO must reassert the operational and strategic importance of technology to the enterprise and reintegrate it with every department and level of the business from boardroom to mailroom. IT leaders must design, sell, and implement a vigorous culture of IT competence and innovation that pervades the enterprise. The culture must be rooted in bidirectional exchange across organizations and C-level policies that drive technology innovation as the engine of business innovation.
The authors, international IT strategists and innovators, quantify the benefits and risks of IT innovation, survey and rank the myriad innovation opportunities from mature, new, and emerging technologies,and identify the organizational structures and processes that have been proven to deliver ongoing innovation. Buttressing their brief with dozens of case studies and specific examples, The Innovative CIO shows you how to:
- Take advantage of the IT and business innovation opportunities created by new and emerging technologies
- Shift IT innovation from afterthought to prime mover in strategic business planning
- Inject IT into the dynamic core of your organizations culture, training, structure, practice, and policy
* Grasp the business basics of new information technologies:
- Virtualization
- Cloud Computing
- Consumer-Driven IT
- Bring-Your-Own-Device
- Personalization
- Process Automation
- Mobile Computing
- E-Commerce
- Big Data and Analytics
- Social Networking
- E-Collaboration
* Judge the business opportunities presented by new and emerging technologies.
* Deploy new technologies to create and release new products.
* Use new technologies to penetrate and capture new markets.
* Harness new technologies to accelerate M&A time-to-value and add shareholder value.
* Apply new technologies to improve staff retention and productivity.
Who this book is forThe Innovative CIO targets all IT leadersnot only CIOs, but also VPs and directors of IT and IT operations, datacenter managers, and all other IT leaders who aspire to advance their careers as IT-providers to business leaders. This book serves secondarily as a guide to non-IT business leaders who are alert to the ways that IT can boost their abilities to innovate, to turbocharge their products, services, and processes, and to compete nimbly in fast-changing markets.
Table of Contents- Innovation Matters
- Stories from the Trenches
- Innovation Is Not the Only I
- Business Innovation vs. IT Innovation
- Pull and Push
- Opportunities to Innovate Today
- Innovating with Consumer-Driven IT
- Opportunities to Innovate Tomorrow
- Making Innovation Intentional
- Connecting IT Innovation with Business Value
- The Dirty Little Secrets of IT Innovation
- Whats Next for Me?
- Summary
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The Innovative CIO: How IT Leaders Can Drive Business Transformation
Copyright 2012 by CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies.
The information in this publication could include typographical errors or technical inaccuracies, and the authors assume no responsibility for its accuracy or completeness. The statements and opinions expressed in this book are those of the authors and are not necessarily those of CA, Inc. (CA). CA may make modifications to any CA product, software program, method or procedure described in this publication at any time without notice.
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ISBN-13 (pbk): 978-1-4302-4410-3
ISBN-13 (electronic): 978-1-4302-4411-0
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This book is dedicated to innovative IT leaders
who are already making a difference
to their businesses and customers, and
to those who are working hard to move past
keeping the lights on.
The role of the Chief Information Officer (CIO) has evolved ever since the first mention of the title over 30 years ago. Of course, the position of the IT leader has been around for as long again, although the job title has changed many times in the intervening years. While managing the IT function and resources, running efficient IT operations, and delivering reliable and consistent services were the core focus for early incumbents, achieving these objectives is merely expected of todays CIO. As IT has become more embedded in organizational processes and practices, and the conduct of business ever more digitized, the CIO role has expanded considerably. Today, because IT offers considerable potential as a source for competitive differentiation, many CIOs have been given the innovation mandate.
CIOs have always sought to innovate to reduce costs, to improve reliability and availability of systems, and to increase agility. Just look at the number of CIOs virtualizing their datacenters, automating IT service management, or moving their datacenters to the cloud. This kind of innovation is focused on the IT infrastructure: managing the technical legacy of past IT investment decisions. But this is only one kind of innovationwhat I call IT innovation of IT. I do not mean to denigrate this kind of innovation; it is vitally important. Where most CIOs struggle today is with business innovation using ITthat is, driving innovation in products and services, processes, business models, management, and customer experience.
One point is worth emphasizing: innovation using IT is less about the T and more about the I. There are two ways to win with information: exploration and exploitation. Exploration is about discovering new knowledge from available information. This knowledge can be about customers, operations, competitors, or other unknown unknowns. Some of this information will be internally generated from operations, but an increasing volume will come from external sources such as social media, sensors, and third-party databases. This information will also be of a different variety from that traditionally stored in corporate databases: not just structured data, but increasingly unstructured varieties including video and Twitter feeds.
Exploitation is about seeking out opportunities to take advantage of information asymmetries; it is about making the invisible visible. These asymmetries arise when one party to a transaction, or interaction or potential transaction/interaction, has more or better information than the other. By identifying these asymmetries, an organization can leverage opportunities through the medium of technology to change both what it does and how it does it. Identifying innovative opportunities often rests on the interplay between exploration and exploitation. By generating new insights derived from exploring information, an organization may then choose to exploit any information asymmetries that may be revealed.
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