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CONFIDENTIAL AND PROPRIETARY
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Else-Marie Östling
The Bi-Modal CIO: Konsten att leda i två tempon
CONFIDENTIAL AND PROPRIETARY
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Informed by Gartner's Annual CIO Survey
150 Gartner Analysts & Executive Partners
2,339
Chief Information Officers
77
Countries $300
Billion of IT spending
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© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
We Are Entering a Third Era of Enterprise IT
IT Craftsmanship IT Industrialization Digitalization
ADAPT
ENGAGE
CREATE
IDEATE
OFFER
MONETIZE
Focus Technology Processes Business models
Capabilities Programming, system management
IT management, service management Digital leadership
Engagement Isolated, disengaged internally and externally
Treat colleagues as customers, unengaged with
external customers
Treat colleagues as partners, engage external
customers
Outputs and Outcomes
Sporadic automation and innovation, frequent issues
Services and solutions, efficiency and effectiveness
Digital business innovation, new types of value
We are here
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Bimodal IT Offers a Way to Get Unstuck
Waterfall development
Known vendors Strong governance
Minimized risk Technology teams
Traditional Mode Nonlinear Mode
"The reality is that you do have to operate at two speeds, and some of that you do by creating dedicated teams for each. Focusing on the big systems, making them run smooth, while at the same time having disrupters to innovate, together with marketing and the customer, exploiting digital." — Willem Eelman, Global CIO, Unilever
Agile dev. Small/
Innovative partners
Lightweight "Just good
enough" governance Managed risk
Multidisciplinary teams
Stuck in the middle
"Fit for no one"
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Bi-Modal IT
5
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The two modes are deeply different - tweaking Mode 1 cannot create Mode 2
6
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Bimodal IT vs. pace layering
7
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When to use each mode
8
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The bimodal continuum: From tactical to strategic
9
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Project Bimodal: Coalesce scattered capabilities
10
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Mode 1 governance: plan-driven, approval-based
11
• Top-down decision making by IT steering committee
• Objective: tight control focused on sequential project execution — to deliver reliability, coherence and consistency
• Key reference point original plan:
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© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Mode 2 governance: empirical, process-based
12
• Determined by how much a Mode 2 project will impact Mode 1 (see figure on page 32)
• Role and process integration at each governance level between the two modes, from strategic planning down through project and portfolio management (PPM), EA and operations
• Takes an iterative, process-based approach based on strictly followed principles, with continual references to the new reality (what has been learned from the project so far, and feedback from the field); sense-and-respond capability vitally important
• Objective: ability to pivot or completely change direction quickly, and adjust as you go
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Rate your Mode 2 development capability
13
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Rate your Mode 2 development capability
14
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Mode 2 business engagement: Clustered, not sequential
15
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The bimodal continuum: From tactical to strategic
16
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The five paradoxes of bi-modal leadership
17
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Using the five paradoxes to define digital business leadership
18
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Social and task leadership work in conjunction
19
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The 3 D's: Digital business leadership tasks
20
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The Gartner Business Model Framework
21
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Matrix: Social competencies, task competencies and roles
22
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The team responsible for digital innovation (weighted)
23
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Leadership networks
24
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Digital business leadership action plan
25
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The digital divide between what IT can provide and what the enterprise needs
26
CONFIDENTIAL AND PROPRIETARY
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Else-Marie Östling [email protected]
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Bimodal Critical Capabilities
Mindset and Talent Architecture
Bimodal Critical Capabilities
Teaming Syncing Modes
Engagement Funding
Governance I&O
Iterative Methods Innovation Mgmt.
Structure
Adaptive Sourcing
Project Bimodal Enterprise Bimodal
Low Maturity Limited Value
High Maturity High Value
28
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Project Bimodal — Mode 1 Dominates
Bimodal Critical Capabilities
Mindset and Talent
Teaming
Engagement
Governance
Iterative Methods
Project Bimodal
Structure
Success mostly under IT control
Fragmented, not systemic, capability
Project, not capability-focused
Lower-risk projects, with limited scope and limited Mode 1 impact
29
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Enterprise Bimodal — Mode 2 Dominates
Bimodal Critical Success Factors
Architecture
Syncing Modes
Funding
I&O
Innovation Mgmt.
Adaptive Sourcing
Enterprise Bimodal
A committed executive team that accepts more operational ambiguity
A well-architected digital core on which to innovate
Top digital talent Synching between
modes
30