The Influential CIOHow to Move Stakeholders

from Compliance to Commitment

Abbie LundbergLundberg Media

lundbergmedia.comabbie@lundbergmedia.com

Photo courtesy of NASA Goddard Photo and Video

©2012 Lundberg Media

New technologies provide competitive advantageNow and in three years time

1 2 3 4 5 6 7 8 9 10

2% 2%

6%8% 8%

11%

15%

10%8%

1% 1%3% 4%

7%9%

19%17%

14%

22%

Now Three years time

No competitive advantage Extensive competitive advantage

Little advantage (18%) Some (34%) Significant (21%)

19a) To what degree do you believe these new technologies can provide you with competitive advantage today?19b) To what degree do you believe these new technologies can provide you with competitive advantage three years from now?

Little advantage (9%) Some (35%) Significant (53%)

Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey of 558 Harvard Business Review readers in large organizations around the world conducted in December 2011

©2012 Lundberg Media

New technologies provide competitive advantageNow and in three years time—Leading users

1 2 3 4 5 6 7 8 9 10

1% 0% 1% 3% 5%9%

18%

12% 13%

1% 0% 1% 1%4%

1%

10%

16% 17%

43%Now Three years time

No competitive advantage Extensive competitive advantage

Little advantage (5%) Some (32%) Significant (31%)

19a) To what degree do you believe these new technologies can provide you with competitive advantage today?19b) To what degree do you believe these new technologies can provide you with competitive advantage three years from now?

Little advantage (3%) Some (14%) Significant (77%)

Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey of 558 Harvard Business Review readers in large organizations around the world conducted in December 2011

Photo courtesy of NASA Goddard Photo and Video

Digital Transformation

Two-thirds of executives surveyed feel pressure from competitors and customers to speed up their digital transformation.

MIT Center for Digital Business/Cap Gemini

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Organizational structure

People

Business processes

Technology approach

14%

26%

28%

33%

36%

35%

46%

44%

48%

34%

24%

22%

2%

5%

2%

1%

Major change (8-10) Some change (5-7) Little change (1-4) No answer

Technology is driving organizational change

22) To what degree has the use of new technologies caused you to make changes in the following areas?

©2012 Lundberg MediaSource: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey of 558 Harvard Business Review readers in large organizations around the world conducted in December 2011

you are here

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transformation requires

Influence

Influencethe act or power of

producing an effect without apparent exertion of force or direct exercise of command

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THE CIO JOURNEYPart Three

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Journey: The Future-State CIO 2012

23%

54%

23%

Transformational Stage

54%

PERSUASIVE COMMUNICATION

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©2012 Lundberg Media

Clear, purposeful communications

can... remove obstacles

build supportchange perceptionsinfluence behavior

speed decision making and action

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“Informationconsumes attention.

A wealth of information creates a poverty of

attention.”- Herbert Simon

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©2012 Lundberg Media

Increase SignalReduce Noise

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focused

clear

engaging

repeated

effective communication

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THE ART OF INFLUENCE

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©2012 Lundberg Media

Source: State of the CIO 2012

Influence is a contact sport

relevance

credibility

relationship

trust

4 levers of influence

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RELEVANCE

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So why don’t we listen?

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CREDIBILITY©2012 Lundberg Media

Journey: Functional Stage

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RELATIONSHIPIdentify Like Go First

TRUST

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RelationshipFollow Through

Abbie LundbergLundberg Media & Advisory ServicesTo learn more or to book a workshop with Abbie, visit our website at http://lundbergmedia.com or

e-mail me at abbie@lundbergmedia.com

©2012 Lundberg Media