who is leading your digital charge? · digital business –defined. 3 the creation of new business...

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Who Is Leading Your Digital Charge?

David Friday

Executive Partner

Houston Area

HIMSS & HFMA Joint Symposium

October, 30 2015

#1 CONFIDENTIAL AND PROPRIETARY | © 2015 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.

Between 2015 and 2020 …

Senior Executives Will Have to Make More Technology

Decisions to Resolve Business Issues Than at Any Other Point

in Their Careers


Key Challenges

1. Digital business is changing the way healthcare does business.

2. Digital technologies challenge traditional organization structures.

3. Digital leadership is a team sport.


Digital Business – Defined.

3

The creation of new business designs by blurring the digital and physical worlds

A New and Disruptive World of People, Business, & Things

Digital Business is expected to create a new $309B market for technology products and services by 2020


Digital Business – Adds Things to Business and People

4

The creation of new business designs by blurring the digital and physical worlds

• Physicians• Consumers• Patients• Nurses• Other HCP• Etc.

• Quantified Self• Telemedicine• TeleHealth• Teleassistance

• Facilities (Hospital, Home, Auto)

• Monitors• Instruments• Equipment• Devices• Implantables• Wearables• Robots

• FFS• Value-based health

models• Population Health• Medical Tourism• Healthcare Analytics


Health Mgmt Example: What Will Happen as Consumer Engagement Digitalizes?

5

Payer Engagement Provider Engagement

Consumer DirectedOther

Relationships

Consumer/

Patient

360

• Identification of needs, risks• Government programs, assistance• Purchasing insurance (all models)• Pre-Authorization• Claims, Billing, Admin

• Pharmacy• Care Giver, Family• Social networks

• TeleAssistance Services• Self Monitoring, testing• Nutrition, wellness, health clubs• Personal health and lifestyle

support

• Consumer quantified self • Consumer directed services (weight loss,

smoking cessation, etc.)• Personal records• Online medical information, resources

• Searching for Providers• Patient scheduling, appointments• Diagnostics, Care delivery, treatments, Drug

therapy• Patient throughput and experience• Result, quality, outcome• Personalized Medicine • Provider Care Mgmt

• Care Management• Individual buying power• Wellness Incentives

• Level of service, tiered care• Communications, Portal • Patient Experience, Satisfaction

• Support and Care Services• Fitness


What will happen When Personalization of Digital Things Generates a Digital Self?

6

Sensors

Communication: Body Area, Personal Area, Wifi, Cellular

Personal Healthcare ICT (Observe, Evaluate, Act)

Cognition

GPS

Activity

Fall Sensor

Alerts

Help

Medication Dispensed

Blood Glucose

Motion

CGM

ECG/EKG

Healing Sensor

Moisture

BP

HR

SpO2

Wear Implant

CarryAttachWeight

Temp

Sleep

Personal Digital Healthcare

DifibulatorPain

Bionics

Stimulation

Brainwaves

Smart Pills


Sensors

Communication: Body Area, Personal Area, Wifi, Cellular

Personal Healthcare ICT (Observe, Evaluate, Act)

. . .and What Will Happen When It Interacts With Other Digital Things?

7

Home

Auto

Public, Mobile

Fitness,

Care Interest

Health Delivery Org.,

ClinicEach sphere contains own unique data and

ICT, may overlap


Key Challenges





Expansion of Technology

Internet

of Things

Operational

Technology

Information

Technology

Digital

Marketing

Technology

Business

Capabilities

Technical

Reliability

and Cost

Infrastructure Technology

Information security

Data quality

Data integration

Operations/maintenance

Technology life cycle management

Technology sourcing

New information

sources

Extended

capabilities

Shop floor

controls

Data acquisition

Enterprise

applications

ERP, CRM,

admin. apps

Services

Customer

intimacy


CIO and CEO Views of Digital Leadership

Please allocate 100 leadership points to show how you anticipate your CEO will distribute

relative responsibility for leading digital innovation and change over the next two years.

CIO's view CEO's view

CIO 47%

BU leaders 17%

CMO 11%

Other 25%

CIO 15%

CMO 10%

BU leaders 9%

CFO 8%

COO 8%

CTO 8%

CDO 7%

Chief innovation officer 7%

Chief strategy officer 7%

Sales director 7%

Other 14%


2014 Focus of CIO and Senior Business Executive Interactions

CIOs face a significant credibility gap when it comes to business perceptions of their personal leadership potential and the real operational performance of the IT organization.

Source: "Enterprise IT Maturity, 2014: CIOS Are Seen but Not Heard," 25 August 2014 (G00265684)

6260

54

49

29

2016

2420

28

33

44

31

39

14

2018 18

27

4945

0

10

20

30

40

50

60

70

IT costmanagement

IT contribution tobusiness operations

IT service quality IT-related risk, securityand compliance

Leveraging IT forexternal or competitive

advantage

IT as enterprise orindustry disrupter

IT outsourcingopportunities

Often or always Sometimes Never or rarely

Percentage of RespondentsMore focus needed here


The New Leadership Team for Digital Technology

*Critical success factor

Shared

goals and

leadership

CIO business

credibility

Consensual

architecture

Embedded

IT experts

Pervasive

technology

literacy

Traditional technology

leadership

IT is managed separately

from the business

IT organization

focuses on technology,

not business goals

IT leaders lack

business skills

Teams are in silos

New leadership team

for digital technology

Technology leaders

are everywhere

IT organization

is bimodal, agile,

embedded

IT leaders have

business skills

Successful

collaboration is key

Digital business

leadership

challenge

Collaborative digital technology leadershipMultiple leaders, cross-functional teams

CSFs*

Crossing the digital technology leadership divide


Typical Main Members of the New Leadership Team for Digital Technology


Key Challenges





Foster Collaborative Digital Governance

Corporate

Governance

Digital

Governance IT Governance

Governance

Mechanisms

Strategy Focus Corporate Digital businessIT applications and

infrastructure

Definition of processes

and structures

Values Vision and mission Digital principles IT principles Cross-team collaboration

Frameworks Business model Digital initiativesInformation

architectureDefinition of roles

Organization

ChangeCulture

Cross-functional

teamsRenovation of the core Resource allocations

Robust governance frameworks and processes are key to driving effective change

where there are multiple stakeholders and shared decision rights.


Sample Collaborative Leadership Network

Leadership Cell

Leadership Cell

Leadership Cell

TaskLeader

SocialLeader Interface

AdjacentLeadershipNetworks


Mixed Collaborative Teams Drive Digital Business

Collaborative Digital Executive Leadership and Governance

Multiple cross-functional teams led by project managers

Establish how a digital initiative can be

run as a pilot and, if appropriate,

integrated into core business processes

and systems.

Provide the appropriate

bimodal technology platform

for this initiative.

Ensure integration back into

renovated core systems

where necessary.

Plan, design and implement a

new digital business initiative.

Process and Information

Designers and Business

Relationship Managers (BRMs)

Embedded Technology

BuildersSubject Matter Experts


Critical Success Factors (CSFs) of the New Leadership Team for Technology

Shared goals and leadership. The CIO and other business executives

lead collaboratively, sharing goals for digital business initiatives.

CIO business credibility. Throughout the enterprise, the CIO is viewed as

a business leader and digital champion.

Consensual architecture. A collaborative enterprise architecture enables

seamless information and technology deployment.

Pervasive technology literacy. Technology literacy across the leadership

team and entire enterprise is a high priority.

Embedded IT experts. IT experts with a "can do" approach are spread

throughout the enterprise.


The New Leadership Team for Digital Technology

Shared goals and

leadership

All technology goals are the CIO’s; the CIO

has no or few business goals

The CIO and other business execs lead

as a team, sharing technology and

business goals

CIO business credibilityThe CIO is perceived as the manager of

the IT Department

The CIO is accepted as a core member of

the enterprise’s leadership team

Consensual architectureThe technology strategy relates to IT

assets in the IT organization

The technology/information strategy

shapes business Transformation

Pervasive technology

literacy

The CIO emphasizes traditional skills in

the IT organization

All enterprise leaders are fluent in digital

technology — its drivers, impacts and tools

Embedded IT expertsThe IT organization is a cost-driven order

taker; much shadow IT exists

Pervasive bimodal IT creates innovation,

agility and operational excellence

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

5 – 9 10 – 15 16 – 20 21 – 25 Your score

Technology leadership is not

ready for digital

The need for new digital

leadership is Recognized

A new style of digital team

leadership has Begun

A well-developed digital

business leadership team

is in place

Circle the number in each row that matches your situation (if more than one number could apply, choose the highest) and

add them for your overall score.

Tool: Identify your digital technology leadership team maturity


Biggest gap Most difficult

Shared goals and leadership

CIO business credibility

Consensual architecture

Pervasive technology literacy

Embedded IT experts

1 2 3 4 5

Now2016

Now2016

Now2016

Now2016

Now2016

Example — Illustration only

Score now = 15 (ready to develop) Score 2016 = 22 (digital team)

Digital Leadership Team Maturity


Digital Team Assessment Exercise

Biggest gap Most difficult

Shared goals and leadership

CIO business credibility

Consensual architecture

Pervasive technology literacy

Embedded IT experts

1 2 3 4 5

Score now = Score 2016 =


Conclusion

The new leadership team for technology includes most or all of the

executive leaders in the enterprise.

Virtually everyone is a technology leader, every budget is an IT budget

and every manager is responsible for developing technology skills.

Leadership collaboration is essential; sharing the leader role as issues

and circumstances change is a best practice.

CIOs must make strong, business-oriented contributions to the

evolving digital business strategy.

CIOs must champion the business value and impact of information

and technology.


CIOs should:

Engage, lead and collaborate with key stakeholders

Foster establishment of the new leadership team

Exploit, connect, safeguard and sustain the value of information

and digital technologies

Consider the enterprise and its ecosystem in the digital vision

of the future.

Recommendations


Recommended Gartner Research

The New Leadership Team for Digital TechnologyJohn P. Roberts and John Mahoney (G00278272)

Bimodal IT: How to Be Digitally Agile Without Making a MessMary Mesaglio and Simon Mingay (G00268866)

Flipping to Digital Leadership: The 2015 CIO AgendaDave Aron, Graham P. Waller and Lee Weldon (G00270826)

Renovate the IT Core: Laying the Foundation for Digital BusinessAlvaro Mello and Heather Colella (G00270828)

Digital Business Demands Leadership NetworksPatrick Meehan, Leigh McMullen and Ansgar Schulte (G00259968)

For more information, stop by Gartner Research Zone.

http://www.gartner.com/document/3049721





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