A CIO Change Leadership Strategy Framework for the Digital Era: LOB Executives

A CIO Change Leadership Strategy Framework for the Digital Era: LOB Executives

This IDC Perspective describes the key imperatives, primary goals, and goal-driven strategies for influencing the CIO's peers in pursuit of digitally driven change initiatives, which is in contrast to the first document that described leading the board. This document is the second in a series of three focusing on CIO change leadership with, respectively, boards of directors (see A CIO Change Leadership Strategy Framework for the Digital Era: The Board of Directors, IDC #US50350923, forthcoming), line-of-business (LOB) executive peers, and direct IT reports (see A CIO Change Leadership Strategy Framework for the Digital Era: The CIO's Direct Reports, IDC #US50351223, forthcoming).As digital technologies have permeated business, the notion of IT as the owner and manager of enterprise technology has evaporated. Technology is embedded into every role in the business. Technology innovation is no longer solely the province of CIOs; in fact, much innovation is occurring in line-of-business units. For CIOs, that means adapting to a significant shift in power and authority from setting standards and policies and directing the use of technology to devising change leadership strategies to work with and guide LOB peers to "do the right things" with their technology investments and initiatives. "Leading digital change with LOB executives casts the CIO as business and technology visionary with an arsenal of resources including architectures, frameworks and tools, legacy systems and data, and the collective expertise and skills of the IT organization," says Marc Strohlein, adjunct research advisor with IDC's IT Executive Programs (IEP). "It also requires the ability to work with LOB peers to synchronize budgets and resources while tapping the deeper customer and business knowledge they possess."

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