19 Jun 2007:
According to a global study just unveiled by IBM (
The IBM CIO Leadership Forum Study(1) was conducted with more than 170 CIOs from leading companies around the world and highlights the increasingly strategic role that technology and the CIO play in generating innovation and growth for their companies.
Additionally, according to comprehensive research conducted among Chief Executive Officers -- the IBM Global CEO Study(2) of 750 CEOs -- most companies face a gap in their integration of business and technology, impeding customer satisfaction, speed and flexibility. Nearly 80 percent of the CEOs interviewed rated business and technology integration of great importance, however only 45 percent felt that the two were integrated to a large extent in their enterprise. Interestingly, "extensive integrators" reported revenue increases three times as often as companies that were less integrated; with that group growing revenue 5 percent faster than their competitors.
CIOs see themselves at the nexus of a radically reshaping business landscape and believe their unique end-to-end view of business allows them to see first-hand the role of technology as an enabler and source of competitive advantage and they want a greater voice in capitalizing on that opportunity. Yet, today, many companies still have the CIO siloed as a support function rather than engaged as a business leader and strategic partner for process and culture change. CIOs want to forge stronger relationships with the CEO and other C-level and line of business leaders to turn this around.
CIOs surveyed believe they can begin to address this gap by:
Closing the Gap
CIOs feel that enhanced CIO involvement in strategy is critical. Ninety-two percent of CIOs surveyed feel that it is either important or critically important to have greater influence and impact as business leaders, and 86 percent recognize an opportunity to work with other leaders to create and shape strategic options.
Increasingly CIOs are finding their way onto companies' executive committees, which is an acknowledgement on the part of senior management that IT matters. More can be done. Over one-third (34 percent) of the CIOs surveyed do not have a formal role on their company's executive committee. CIOs are continuing to express a desire to contribute to major growth and innovation initiatives.
CEOs Must Take Action
CEOs need to take further action to close this gap between IT and core business units. According to the CIOs surveyed, about a third (31 percent) feel that the number one barrier preventing them from having greater influence as business leaders is the misperception about the role of the CIO. The CIOs surveyed indicate that the first step is for CEOs and other business leaders to recognize the strategic role that IT plays within an organization. Many CIOs feel that senior management understand the transformative power of technology but concede that they need to do more to help build the case for IT investment.
Leveraging Your CIO
CEOs and other business leaders can make four changes to enable CIOs and their IT organizations to make a stronger contribution to the core business:
Closing the business-technology integration gap: The new CIO
"The role of the CIO is dramatically changing," said George Pohle, Global Leader, IBM Institute for Business Value. "Information Technology is becoming an enabler and a catalyst for innovation. CIOs are embracing this new model to provide strategic business direction and offer new ideas on how to align IT in a way that delivers business value. In order for CIOs to be successful, consistent business and technology integration is crucial to innovation."
Information Technology investments are now judged on the basis of whether they can produce a return on investment through improved productivity or provide a competitive advantage over others in an industry. CEOs are increasingly changing their business models to include CIOs in the business side of the equation. The success of any organization's innovation efforts requires the alignment of IT and business.
Supporting this trend are recent studies that show that the most successful companies use IT to drive innovation and change. IBM's analysis shows that companies that put more emphasis on business model innovation experienced significantly better operating margin growth (over a five-year period) than their peers. This correlates to the global IBM CIO Leadership Forum Survey in which more than 85 percent of the CIOs polled agree that they should be viewed not only as IT experts but business leaders.
For more information, visit www.ibm.com
1 (1) IBM CIO Leadership Forum Survey, Fall 2006
2 (2) IBM Global CEO Survey, 2006