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Digital Innovation, IT 
& the Art of Influence 
Abbie Lundberg 
Researcher, advisor & former editor in chief, CIO magazine
Innovation imperative in business 
Value shift for IT 
Collaboration and the art of influence
HBR Survey: Respondent Profile 
420 HBR subscribers – mostly senior or exec management 
Large organizations 
Key industry sectors 
Globally diverse 
3 
15% Technology 
12% Financial Services 
11% Manufacturing 
8% Healthcare 
8% Consulting 
7% Government/NFP 
Other sectors = 6% or less 
45% 10,000+ 
employees 
41% 1,000 to 10,000 
Average 2011 revenue: $3.3B 
32% with revenue of $5B or more 
40% North America 
24% Asia 
23% Europe 
8% MEA 
5% South/Central America
Posture toward digital innovation 
18% 
Q: Which of the following best describes your company’s posture toward IT-driven business innovation? 
4 
32% 
50% 
In company DNA; consciously 
pursued strategy throughout 
organization 
Pockets of ad hoc innovation, but 
not pervasive or replicated across 
whole company 
Innovation not a top priority; focus 
elsewhere 
Innovator Accelerators 
Ad hoc Innovators 
Low Prioritizers 
The IT sector is most likely to contain 
Innovation Accelerators (52%, index 168) 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Our IT department is seen as… 
a. Cost center 
b. Service provider 
c. IT partner, trusted collaborator 
d. Business peer or game changer 
Source: CIO Executive Council
16% 
20% 
33% 
29% 
2% 
Business peer/game changer 
IT partner 
Service provider 
Cost center 
None of the above 
53% of Low 
Prioritizers view their 
IT department as a 
cost center v. 29% of 
all respondents 
Q: How would you 
characterize your 
company’s current IT 
organization? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services 
30% of Innovation Accelerators 
see their IT department as a peer or 
game-changer v. 16% of all 
respondents 
View of IT today
Innovation imperative 
7 
18% 
22% 
25% 
28% 
32% 
16% 
33% 
31% 
32% 
29% 
29% 
27% 
48% 
46% 
42% 
35% 
32% 
55% 
Customer engagement/insight 
End user business processes 
Products and services 
Business models 
Internal enterprise operations 
Supply chain/partner ops 
Minimally affected (scores 1-5) Moderately affected (6-7) Transformed (8-10) 
Q: What areas of your business will be most affected by IT-enabled innovation over the next three years? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Innovation imperative - transformed (8-10) 
8 
46% 
45% 
41% 
44% 
64% 
64% 
64% 
70% 
32% 
35% 
23% 
29% 
26% 
41% 
34% 
53% 
23% 
38% 
31% 
36% 
35% 
48% 
42% 
55% 
Customer 
engagement/insight 
Business models 
Products & services 
End user processes 
Supply chain/partner ops 
Internal enterprise ops 
All Low Prioritizers Ad hoc Innovators Innovation Accelerators 
Q: What areas of your 
business will be most 
affected by IT-enabled 
innovation over the next 
three years? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Accelerators are commercializing IT 
40% 
25% 
16% 
28% 
Innovation Accelerators Ad hoc Innovators 
Low Prioritizers All 
Q: Has your company 
commercialized any of 
its own internal IT 
initiatives? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
What’s being commercialized 
10 
25% 
25% 
23% 
23% 
47% 
74% 
35% 
35% 
29% 
58% 
25% 
67% 
29% 
28% 
37% 
66% 
Used IT to make products/ 
services smarter and sell info. 
around them 
Offer internally developed 
capability as cloud-based 
service 
Make analytics capability 
available for a fee 
Redefined product value chain 
as service to others 
All 
Low Prioritizers 
Ad hoc Innovators 
Innovation Accelerators 
Q: What types of IT initiatives has 
your company commercialized? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Staying on top of new IT developments 
11 
27% 
29% 
33% 
36% 
42% 
41% 
42% 
32% 
63% 
41% 
22% 
19% 
24% 
28% 
41% 
48% 
Industry conferences/events 
Super users in the business 
bring new ideas to IT 
Emerging tech group in IT 
Analyst organizations like 
Gartner or Forrester 
Mgmt consulting cos. like 
McKinsey or Accenture 
Technology labs 
Futurist groups or individuals 
Social platforms 
All Innovation Accelerators 
Q: What 
mechanisms does 
your company 
employ to stay on 
top of new IT 
developments? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Innovation Funnel 
12 
Innovation Accelerators 
Ad hoc Innovators 
Low Prioritzers 
All 
20% 20% 
30% 
51% 51% 
61% 
18% 
25% 
20% 
44% 
46% 
36% 
13% 
17% 
23% 
27% 
39% 
35% 
18% 
22% 
24% 
43% 
46% 
44% 
Skunk works in IT Skunk works in biz Ext crowdsourcing Int crowdsourcing End-user app dev X-funct. innov board 
Q: Which of the following approaches to IT-driven business innovation does your company employ? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Accelerators lead together 
13 
39% 
Innovation Accelerators Ad hoc Innovators Low Prioritizers All 
2% 
11% 
48% 
42% 
12% 
14% 
32% 
44% 
12% 
6% 
38% 
41% 
9% 
11% 
38% 
Business-Led Stealth IT IT-Led Collaborative 
Q: Which best describes your organization’s approach to IT-enabled business innovation? 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
Accelerators: Highly capable IT depts. 
Top box scores (8-10; highly capable) 
33% 
38% 
38% 
36% 
39% 
52% 
52% 
50% 
59% 
16% 
18% 
16% 
17% 
13% 
24% 
22% 
20% 
22% 
11% 
23% 
28% 
17% 
8% 
17% 
9% 
17% 
13% 
Access to right technology 
Knowledge of the business 
Technical skills & expertise 
Receptiveness to new ideas 
Overall speed & agility 
Communication skills 
Staffing levels 
Ability to generate new ideas 
Available budget 
Low Prioritizers 
Ad hoc Innovators 
Innovation Accelerators 
Q: The following is a list of capabilities that enable an IT organization to support new business 
ideas and opportunities. Please rate your own IT organization on each.
Communication – needs improvement 
Top box scores (8-10; highly capable) 
38% 
20% 
16% 
Low Prioritizers 
Ad hoc Innovators 
Innovation Accelerators 
Q: The following is a list of capabilities that enable an IT organization to support new business 
ideas and opportunities. Please rate your own IT organization on each. 
Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
3 PILLARS OF INFLUENCE 
Credibility Relevance Trust
CREDIBILITY 
Manage 
Expectations 
Create Proof 
Points 
Publicize 
Results
RELEVANCE
TRUST 
Be 
Honest 
Adopt 
Transparency 
Build 
Relationships
RELATIONSHIPS 
What do you 
have in 
common? 
What can you 
do for them? 
(go first) 
Practice 
the art of the 
schmooze
Innovation imperative in business 
Value shift for IT 
Collaboration & Influence 
Credibility Relevance Trust
Thank You 
Abbie Lundberg 
Twitter, LinkedIn, Slideshare: abbielundberg 
abbie@lundbergmedia.com 
508-269-3547

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Digital Innovation, IT and the Art of Influence

  • 1. Digital Innovation, IT & the Art of Influence Abbie Lundberg Researcher, advisor & former editor in chief, CIO magazine
  • 2. Innovation imperative in business Value shift for IT Collaboration and the art of influence
  • 3. HBR Survey: Respondent Profile 420 HBR subscribers – mostly senior or exec management Large organizations Key industry sectors Globally diverse 3 15% Technology 12% Financial Services 11% Manufacturing 8% Healthcare 8% Consulting 7% Government/NFP Other sectors = 6% or less 45% 10,000+ employees 41% 1,000 to 10,000 Average 2011 revenue: $3.3B 32% with revenue of $5B or more 40% North America 24% Asia 23% Europe 8% MEA 5% South/Central America
  • 4. Posture toward digital innovation 18% Q: Which of the following best describes your company’s posture toward IT-driven business innovation? 4 32% 50% In company DNA; consciously pursued strategy throughout organization Pockets of ad hoc innovation, but not pervasive or replicated across whole company Innovation not a top priority; focus elsewhere Innovator Accelerators Ad hoc Innovators Low Prioritizers The IT sector is most likely to contain Innovation Accelerators (52%, index 168) Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 5. Our IT department is seen as… a. Cost center b. Service provider c. IT partner, trusted collaborator d. Business peer or game changer Source: CIO Executive Council
  • 6. 16% 20% 33% 29% 2% Business peer/game changer IT partner Service provider Cost center None of the above 53% of Low Prioritizers view their IT department as a cost center v. 29% of all respondents Q: How would you characterize your company’s current IT organization? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services 30% of Innovation Accelerators see their IT department as a peer or game-changer v. 16% of all respondents View of IT today
  • 7. Innovation imperative 7 18% 22% 25% 28% 32% 16% 33% 31% 32% 29% 29% 27% 48% 46% 42% 35% 32% 55% Customer engagement/insight End user business processes Products and services Business models Internal enterprise operations Supply chain/partner ops Minimally affected (scores 1-5) Moderately affected (6-7) Transformed (8-10) Q: What areas of your business will be most affected by IT-enabled innovation over the next three years? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 8. Innovation imperative - transformed (8-10) 8 46% 45% 41% 44% 64% 64% 64% 70% 32% 35% 23% 29% 26% 41% 34% 53% 23% 38% 31% 36% 35% 48% 42% 55% Customer engagement/insight Business models Products & services End user processes Supply chain/partner ops Internal enterprise ops All Low Prioritizers Ad hoc Innovators Innovation Accelerators Q: What areas of your business will be most affected by IT-enabled innovation over the next three years? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 9. Accelerators are commercializing IT 40% 25% 16% 28% Innovation Accelerators Ad hoc Innovators Low Prioritizers All Q: Has your company commercialized any of its own internal IT initiatives? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 10. What’s being commercialized 10 25% 25% 23% 23% 47% 74% 35% 35% 29% 58% 25% 67% 29% 28% 37% 66% Used IT to make products/ services smarter and sell info. around them Offer internally developed capability as cloud-based service Make analytics capability available for a fee Redefined product value chain as service to others All Low Prioritizers Ad hoc Innovators Innovation Accelerators Q: What types of IT initiatives has your company commercialized? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 11. Staying on top of new IT developments 11 27% 29% 33% 36% 42% 41% 42% 32% 63% 41% 22% 19% 24% 28% 41% 48% Industry conferences/events Super users in the business bring new ideas to IT Emerging tech group in IT Analyst organizations like Gartner or Forrester Mgmt consulting cos. like McKinsey or Accenture Technology labs Futurist groups or individuals Social platforms All Innovation Accelerators Q: What mechanisms does your company employ to stay on top of new IT developments? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 12. Innovation Funnel 12 Innovation Accelerators Ad hoc Innovators Low Prioritzers All 20% 20% 30% 51% 51% 61% 18% 25% 20% 44% 46% 36% 13% 17% 23% 27% 39% 35% 18% 22% 24% 43% 46% 44% Skunk works in IT Skunk works in biz Ext crowdsourcing Int crowdsourcing End-user app dev X-funct. innov board Q: Which of the following approaches to IT-driven business innovation does your company employ? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 13. Accelerators lead together 13 39% Innovation Accelerators Ad hoc Innovators Low Prioritizers All 2% 11% 48% 42% 12% 14% 32% 44% 12% 6% 38% 41% 9% 11% 38% Business-Led Stealth IT IT-Led Collaborative Q: Which best describes your organization’s approach to IT-enabled business innovation? Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 14. Accelerators: Highly capable IT depts. Top box scores (8-10; highly capable) 33% 38% 38% 36% 39% 52% 52% 50% 59% 16% 18% 16% 17% 13% 24% 22% 20% 22% 11% 23% 28% 17% 8% 17% 9% 17% 13% Access to right technology Knowledge of the business Technical skills & expertise Receptiveness to new ideas Overall speed & agility Communication skills Staffing levels Ability to generate new ideas Available budget Low Prioritizers Ad hoc Innovators Innovation Accelerators Q: The following is a list of capabilities that enable an IT organization to support new business ideas and opportunities. Please rate your own IT organization on each.
  • 15. Communication – needs improvement Top box scores (8-10; highly capable) 38% 20% 16% Low Prioritizers Ad hoc Innovators Innovation Accelerators Q: The following is a list of capabilities that enable an IT organization to support new business ideas and opportunities. Please rate your own IT organization on each. Source: Business Transformation and the CIO Role, Harvard Business Review Analytic Services
  • 16. 3 PILLARS OF INFLUENCE Credibility Relevance Trust
  • 17. CREDIBILITY Manage Expectations Create Proof Points Publicize Results
  • 19. TRUST Be Honest Adopt Transparency Build Relationships
  • 20. RELATIONSHIPS What do you have in common? What can you do for them? (go first) Practice the art of the schmooze
  • 21. Innovation imperative in business Value shift for IT Collaboration & Influence Credibility Relevance Trust
  • 22. Thank You Abbie Lundberg Twitter, LinkedIn, Slideshare: abbielundberg abbie@lundbergmedia.com 508-269-3547

Notes de l'éditeur

  1. 2
  2. 3
  3. 4
  4. 5
  5. For biz to compete, this has got to change
  6. 7
  7. Accelerators lead all – but especially in areas w/ top-line impact Opportunity for IT Shift in value for IT from Build & Run to Exploit – Peter Weill
  8. 9
  9. Smart products Consumer: cars Industrial equipment: manufacturing control co. Services: real estate Cloud services Mostly IT but also healthcare Covance
  10. Mobile tech co.: Speed dating with VCs
  11. Big funnel – crowd sourcing – innovation hubs Cross-functional innovation boards Q: What mechanism – structures, programs, tools – do you use to connect for digital innovation? *Tobacco – innovation challenges
  12. Innovators more collaborative, less shadow IT Collaborative Process: IT and the business engage in an established process to identify new opportunities for innovation Cascades down to execution Luxury brand co.: customer experience – creatives, technologists Regardless of approach, ability to communicate, collaborate & influence critical
  13. More than ½ of accelerators say their IT dept is highly capable in many areas. But not in communication….
  14. How can you be seen as peer, collaborate, if team doesn’t communicate effectively Q: Do you agree that this an area that needs improving? What’s lacking or getting the way? What are you doing?
  15. 16
  16. build credibility Manage expectations: Under promise, over deliver … Q: Who has an example? How has this affected credibility? Proof points: relevant metrics, evidence – outside benchmarking – others like us Publicize results … Q: How do you communicate results & to whom?
  17. Be an investigator. Find out about their priorities, challenges, points of reference so you can tailor your message to their interests. Steve B: Business metrics … CFO/CMO Mike Y: Board/SOA
  18. difficult to persuade someone who doesn’t trust you. can’t have trust without credibility, but it’s more than that Focus on Transparency – fear – share relevant info that is clear and accurate… Q: What information do you share with biz colleagues? What mechanisms do you use? Is there ever a time to NOT be transparent?
  19. Do partners trust you enough to go over a cliff with you? Sometimes that’s what it feels like to them How do you build relationships? What do you have in common? Interests, Experiences – R. Rhoads foxhole relationships Do something for them – first: Cialdini - the law of reciprocity Do they like you? anecdote Rebecca – board RP
  20. 21