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An annual journal produced by Cognizant

VOLUME 10 ISSUE 1 2017


Just Because
Its Digital
Doesnt Mean
Its a Success

Just Because Its

Digital Doesnt Mean
Its a Success
By Gary Beach

To more effectively navigate world-class CIOs, Ive become convinced

their rallying cry should echo a lyric from
their digital journeys, The Whos Wont Get Fooled Again: Meet
CIOs need to blend new the new boss, same as the old boss. In other
words, at least one success factor can be taken
approaches with some from a lesson learned in the past: Know what
old-school thinking that is success looks like before you get started.

gaining new relevance today. Consider the words of Bill Schlough, senior
vice-president and CIO for the San Francisco
Giants, arguably the most tech-enabled team
Half a century ago, the life expectancy of a Fortune in Major League Baseball. Its not fair to
500 firm was around 75 years. Now its less than 15 call a digital transformation project a success
years and declining even further.1 unless you define success upfront. Otherwise,
And thats the good news. At the recent you just got lucky, he told me recently.
World Economic Forum in Davos, Swit-
Its like playing pool, and after announcing
zerland, Cisco Executive Chairman John
your intent to drop the seven ball in the
Chambers warned attendees that 40% of all
corner pocket, you instead put it in the
businesses would not survive the next 10
side pocket. The same logic would apply if
years. Those that do survive, he predicted,
your digital transformation project provides
will attempt to turn their companies into
the ancillary benefit of helping your firm
digital, techie versions of themselves. But
transition into a new line of business, when,
70% of those efforts will not succeed.2
in fact, you were initially just trying to
Chambers forecasted failure rate is enhance product quality, Schlough said. In
remarkably in sync with the 71% of tradi- both scenarios, you lose your turn.
tional enterprise projects characterized as less
Meanwhile, at a recent conference I attended
than successful in The Standish Groups 2015
at Ohio States Fisher College of Business,
CHAOS Report.3
the CIO at a global manufacturer shared a
Given the stacked odds, how do chief infor- similar sentiment: The only path to success
mation officers (CIOs) succeed at digital is setting your objectives up front.
transformation? In recent conversations with

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Set clear objectives. Define success. Sounds technology managers rather than business
old-school (old-boss) to me. And consider leaders, content to fill their calendars
these four KPIs developed by the CIO at a with engagements focused on balancing
large public utility to measure the success of bi-modal legacy digital transformation
his companys digital transformation efforts: infrastructures and KTLO keeping the
lights on. Few have enough time to assess
OO Revenue increase or expense reduction customers pain and then craft solutions.
(previously budgeted). Many remain obsessed with getting a seat
OO Fractional expense reduction or avoided at the executive committee table.
costs. During a keynote speech at a tech
OO Process efficiency or effectiveness that conference in Boston, Dr. James I. Cash,
cannot be measured in dollars. former senior associate dean of the
Harvard Business School, said this pursuit
OO Softer goals such as corporate goodwill.
is misguided. To earn a trusted voice at
Why doesnt this CIO use new-age digital the table, Cash suggested, CIOs should
metrics, such as clicks on the website or covet a more important seat a seat in
number of bills paid electronically? These, he a customers office. In fact, savvy CIOs
said, are merely a means to an end. Mapping should spend a minimum of 30% of their
results against these four business benchmarks, time engaging with customers, he said.
he said, is the best indication of how his OO Digital ubiquity. Lets state the obvious:
teams hard work is moving the needle. Every employee, every department, every
business requires information technology.
Beyond the Numbers: Why Remember the early days of digital
transformation when CIOs fought (and
Digital Transformations badly lost) the bring your own device
Fall Short battle? How simple that digital skirmish
now looks. In the age of new machines
So, if theres nothing really new to powered by artificial intelligence, enough
developing a formula for digital transforma- available IP addresses for every grain of
tion success, and its relatively quantifiable, sand on the planet, technology and big
why do 70% of these projects fail? I can point data everywhere, most CIOs are choking
to four reasons. on their companys digital exhaust.
Making matters worse, modern digital
OO A lack of leadership. Three decades
tools are the most empowering technology
after the debut of the CIO role, I find
stack ever rolled out.
many in this position have remained

Three decades after the debut of the CIO role, I find

many in this position have remained technology
managers rather than business leaders, content to
fill their calendars with engagements focused on
balancing bi-modal legacy digital transformation
infrastructures and KTLO keeping the lights on.

Larry Bonfante, CIO at the United States OO The social costs. The rapid prolifera-
Tennis Association, put it well recently tion of AI, analytics and robotic process
when he said, Digital cannot be owned automation across the extended enterprise
by the CIO, CDO, CMO or any other directly impacts the present, and future,
executive because it is a holistic way employability of humans. Most CIOs
of doing business. Digital is not a job pay lip service to work dislocation and
title, digital is not a thing, digital is not corporate training and development.
a department.4 Digital transformation Heres eye-opening proof: In 2017,
projects often fail because they produce Forrester Research claims U.S. firms will
too many versions of the truth, and invest $1.5 trillion in all kinds of digital
the corporate ubiquity of digital projects equipment, software and services.6 And
leaves them with no clear-cut throat to yet through December 2017, IDC reports
choke when things go badly. that CIOs will spend a miserly $8.4 billion
OO Talent disconnects. CIOs struggle or about $1,200 per company on
to manage workforces that now span worker training.7
four generations, from baby boomers to The next decade will witness a seminal
Generation Z. Many digital transformation shift in the definition of work work
projects at established companies remain done by machines and work done by
tethered to mainframes running Cobol. humans. As Cognizants Malcolm Frank,
Coaxing older tech workers to work one Paul Roehrig and Ben Pring write in their
more year, please is a real challenge. new book, What to Do When Machines Do
Meanwhile, STEM skills remain scarce Everything, there will be blood.8
among millennial and Gen Z populations,
which can slow progress toward creating Newtons third law of physics for every
or enforcing a digital mandate. Moreover, action, there is an equal and opposite
these workers also tend to job-hop, making reaction should serve as a roadmap. For
it difficult for CIOs to retain competent every digital transformation investment
talent. they make, they should make a corre-
sponding digital training investment.
How bad is the digital transformation
talent gap? Real bad. At the end of 2016,
there were 553,000 open tech jobs in the
U.S., alone including jobs that had been
open for 90 days or longer!5 This is an
ominous stat that projects out to 50 million
days of lost IT productivity every quarter.

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Digital leaders today need to be committed to
changing things and, yes, even be counted among
the misfits.

Dont Get Fooled Again aspirational? McKinsey advises: If your goals

are not making the majority of your company
Forecasters are fond of suggesting that to look feel nervous, you probably are not aiming
forward, we need to look back twice as far. In high enough.
that spirit, read the script of this 1997 Apple,
Inc. advertisement to forecast the current, Or as Ciscos John Chambers said, If [your
and future, attributes CIOs must embody to digital transformation plans] arent making
successfully navigate their digital transforma- you sweat, [they] should be.11 Although
tion journeys: it wasnt that long ago, client/server and
e-commerce initiatives called for the same
Heres to the crazy ones. The misfits. The rebels. The levels of unreasonable aspiration and sweat.
troublemakers. The round pegs in the square holes. Sometimes, following the old-boss rules
The ones who see things differently. They are not fond means breaking from the status quo. Theres
of rules. You can quote them, disagree with them. The no reason for CIOs to get fooled again.
only thing you cant do is ignore them. Because they
change things. While some may see them as the crazy
ones, we see genius. Because people who are crazy Theres a Formula,
enough to think they can change the world, are the But It Isnt Magic
ones who do.9
Is digital transformation a somewhat new
Just as Apple valued thinking different in endeavor? Absolutely! But this is where a
the late 90s, digital leaders today need to successful CIO must apply a twist to old-boss
be committed to changing things and, yes, thinking.
even be counted among the misfits. Go to
any tech conference. The crazy ones are Set objectives. Define success. Dont get
on-stage and in the aisles. My favorite tip: infatuated with the latest new technology.
Type digital transformation into the search Create governance rules that are departmen-
boxes of Twitter and LinkedIn. Youll quickly tally inclusive. Get out of your office and visit
find thousands of people to follow or connect customers. Set the pace of your business to
with. theirs. Be a maverick. Develop bold, defined
goals. Plan your work and work your plan,
McKinsey & Co. calls them unreasonably and you will be among the 30% of companies
aspirational leaders, focused on setting goals that succeed at digital transformation.
that jar an organization into seeing digital
as a business that creates value, not as a
channel that drives activities.10 How do you
know if your digital goals are unreasonably

Richard N. Foster, Creative Destruction Whips through Corporate America, Innosight,
Julie Bort, Retiring Cisco CEO Delivers Dire Prediction: 40% of Companies Will Be Dead
in 10 Years, Business Insider, June 8, 2015,
CHAOS Report 2015, Standish Group,
Larry Bonfante, Who Owns Digital? The Whole C-Suite, Heller Report, Jan. 18, 2017,
Gary Beach, Americas Tech Talent Pool: Make It Great, The Wall Street Journal, Jan. 20,
Mike Wheatley, Forrester: U.S. Tech Spending to Grow 5.1 Percent in 2017, Silicon
Angle, Oct. 26, 2016,
From a private IDC analyst call.
Malcolm Frank, Paul Roehrig and Ben Pring, What to Do When Machines Do Everything,
Wiley, 2017,
Apple Think Different advertisement, YouTube,
The Seven Traits of Effective Digital Enterprises, McKinsey & Co., May 2014,
Julie Bort, Retiring Cisco CEO Delivers Dire Prediction: 40% of Companies Will Be Dead
in 10 Years, Business Insider, June 8, 2015,

Gary Beach is the Publisher Emeritus of CIO magazine. He is also a guest columnist
for The Wall Street Journal and author of the best-selling book The U.S. Technology
Skills Gap. He can be reached at |
sw sw swTwitter @gbeachcio.

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