What do you think the IT Department
of 2020 will look like?
IT wasn’t always centralized, but it
trended that way for budget control purposes. For some time now, central IT has
been the norm, and the CIO has been its leader. The cloud brings with it an
entirely different business model. Lines of business will begin to source
externally; security, risk and compliance will become even more crucial
responsibilities for groups of information technologists; and IT will become
increasingly linked to sourcing strategies, security and compliance and overall
IT financial management.
What do these changes mean for the
CIO of 2020?
The CIO of 2020 must adapt to these
changes in three critical ways:
1) The CIO of 2020 will need to
become well versed in budget and capacity management as well as contract and
vendor management. Strong sourcing and service portfolio management skills for
brokered hybrid delivery will be essential to success.
2) CIOs will have to understand the
growing significance of risk management. Risk assessment, information security,
liability management, compliance, availability and performance judgment all
will become central to the role of the CIO.
3) Because large enterprises will
work in a hybrid model—managing service delivery across in-house employees, managed contractors,
service providers—the CIO will have to understand how to integrate these capabilities
into a seamless delivery model.
Considering these changes, how do
you think CIO performance will be measured in 2020?
CIOs will continue to have many of
the same responsibilities as they do now, but the metrics may change.
Performance measurement used to be about the outcomes of service-level
agreements (SLAs) and availability of services they deliver themselves, but as
IT changes, emphasis will shift to SLAs on hybrid composite
applications/services. Network and connectivity, user experience on new devices
and how effectively the CIO can negotiate affordable services will likely all
become factors in assessing performance.
In terms of spending, the CIO used
to be responsible for managing capital expenditure on servers, storage and the
network, software licenses etc. Going forward, however, the CIO will be
spending less capital and managing more operational budget. Finally, as
mobility, consumerization of IT and social media continue to penetrate the
enterprise, the CIO of 2020 must accept and leverage these disruptions to the
advantage of the enterprise and delivery of IT services..
What do think will become the most
essential skill a 2020 CIO will need to have?
we talk about IT, we often talk about IT as an organizational structure—central
IT—but rigid organizational construct and the governance that goes with it. IT
will become more distributed across
lines of business, driven by the need for greater agility, and as such IT
delivery across the organization will become brokered and hybrid in nature.
However the responsibilities for managing
brokered, hybrid delivery and the associated quality, risk and cost management
won’t be abdicated, and the CIO is likely to have to manage this across the enterprise.
For more on the future of the CIO,
read Chapter 1 of HP’s social e-book, Enterprise 20/20, available online here.