Bryan Cruickshank, Head of IT Advisory, KPMG in the UK
Matt Bishop, Leader for CIO Advisory, KPMG in the US
In a world of increasing business and technology complexity, how do technology executives effectively lead their organizations? How do CIOs balance running better IT organizations while serving as technology leaders for their businesses? How can strategies remain flexible in a dynamic world? How does the CIO’s role change as a result? How do evolving technologies impact the CIO, the IT organization, and the business?
To answer such questions, KPMG engaged IDG Research Services to survey leading business and technology executives about the impact of macro trends, such as mobility, cloud computing, big data, and new business models. The study explores the impact of business transformation on IT, strategy, and governance. It also examines the performance of technology executives and the challenges they face.
In the weeks ahead, we’ll discuss key takeaways from the survey, the impacts on our clients, and guidance for executives to help manage increasing complexity.
Some results are expected; others are surprising. The survey supports our view that technology executives can lead business transformation if they can develop a flexible and agile governance structure and operating model, yet highlights lack of clarity on the tangible value of emerging technologies.
Key Questions We Plan to Answer
It is clear from the survey that technology executives face complexity on multiple fronts. Many organizations strive to overhaul their IT operations, enable new revenue streams and business models and derive new business value from big data and mobility.
Our clients feel this pressure. Many have answered the question, “What needs to be done?” It is more often the “how” that continues to drive the dialogue, “How do we start?” “How do we succeed?” “How do we appropriately deploy investments in legacy versus emerging technologies?” “How do I serve as the chief integrator of the services and technologies organizations need?
Some of the topics we plan to cover include:
- What is the #1 challenge cited by respondents? How does that map to the greatest benefits?
- Which functions present the biggest challenges inside the enterprise? Where are opportunities for improvement?
- How can business strategy and IT strategy coexist?
- How will the CIO become the chief integrator of services and technologies—the front office and back office operating effectively?
- How will mobility impact the IT organization? The business? What is next?
- How can CIOs set their agenda to better optimize, innovate, operate, and adapt in light of conflicting and changing priorities?
We believe that evolving IT from a silent utility—“keeping the lights on”—to a strategic function is best understood in a framework that helps integrate operations, optimization, adaptation, and innovation. We’ll share what we’ve learned by working with successful CIOs who have based their agendas on these four key elements to drive continuous and sustainable value across their organizations and the enterprises.
To receive the latest insights from KPMG, join the KPMG Institutes. Be sure to customize your profile by selecting your interest areas.