1. CIO Council of SA
Doing More With Less
13 February 2015
Johannesburg

2. CEB CIO Leadership Council
Membership Program Overview
Who We Are
CEB is the world’s leading member-based advisory company. We have a unique view into what matters—and what works—when capitalizing on drivers of business performance. With 30 years of experience working with top companies to share, analyze, and apply proven practices, we begin with great outcomes and reverse engineer to help you unlock your full potential.
As a result, our members achieve outsized returns by more effectively optimizing talent investments, creating new sources of efficiency, reducing risk, and enabling and accelerating growth.
30+ Years of Experience 110+ Countries Represented 6,000+ Participating Organizations 300,000+ Business Professionals
Approximately 85% of the Fortune 500
Nearly 85% of the FTSE 100
50% of the Dow Jones Asian Titans
Best Practices & Decision Support
Tools & Solutions
Integrated Talent Management Services
Best Practice Implementation
SHL Talent Measurement Solutions
Learning & Development
Workforce Surveys
Leadership Councils
Market Insights
Analytics & Planning
& Analytics
© 2014 CEB. All rights reserved. CIO SYN

3. CEB Support for Senior Executives Across the Enterprise
Human Resources
Innovation & Strategy
Legal, Risk & Compliance
Legal, Risk & Compliance
Marketing & Communications
Procurement & Operations
Financial Services
Finance
Sales & Service
Information Technology
CEB Applications Leadership Council
CEB Enterprise Architecture Leadership Council
CEB CIO Leadership Council
ADDITIONAL OFFERINGS
Business Engagement
End-to-End IT Services
Roadmapping
CEB IT Leadership Academy
Agile
Staff and Leadership Development
CEB IT Performance Benchmarking
Information Management
Business Analysis
Enterprise Planning
Mobile Applications Development
The Future of Corporate IT
CEB IT Roadmap Builder
Reference Architecture
Strategic Planning and Budgeting
CEB IT Talent Assessment
EA Functional Management
Sourcing
CEB Business Analyst Development Accelerator
Business Architecture
Performance Measurement
CEB Information Risk Leadership Council
CEB Project Management Development Accelerator
CEB Infrastructure Leadership Council
CEB PMO Leadership Council
CEB Risk Management Bootcamp
Program management
Metrics and Performance Management
Employee Computing
Staff and Leadership Development
Service Management
CEB Service Management Bootcamp
Risk Management
Cloud Computing
Benefits Realization
Business Engagement and Risk Awareness
Metrics and Performance Measurement
Stakeholder Management
Metrics and Performance Measurement
Resiliency
Staff and Leadership Development
Policies and Controls
Security Talent
Contact CEB to Learn More
© 2014 CEB. All rights reserved. CIO SYN

4. Adaptive IT

5. A LONG-STANDING COMMITMENT TO HELP YOU NAVIGATE THE FUTURE OF CORPORATE IT
Rapid Change as Information and Technology Become Ubiquitous
2010
2011
2012/2013
2014/2015
The Future of Corporate IT
Business Engagement 2.0
The New Model for IT Service Delivery
Adaptive IT
The Future of Corporate IT
Business Engagement 2.0
The New Model for IT Service Delivery
Adaptive IT
IT faces five radical shifts in value, ownership and role.
IT’s role becomes “educate and integrate.”
IT realigns around business- outcomes based services.
How can IT best create value in an era when technology is ubiquitous
© 2015 CEB. All rights reserved. CIO SYN  

6. TECHNOLOGY BECOMES UBIQUITOUS
High
Business-Centric Approach
Customers
Use new digital channels
Expect digital products to integrate
aking Decisions About Technology
Suppliers and Channel Partners
Propose digital capabilities to benefit the full value chain
Provide new sources of data
Employees
Use apps and devices they source for themselves
Rely on external networks and data to get work done M
Business Leaders
Take the lead on technology decisions
Allocate money to technology outside the IT budget
umber of People
IT-Centric Approach N
IT makes technology decisions, guided by business leaders
Other stakeholders consume technology, but have little say
Low
Corporate IT
Extended Value Chain
Locus of Decision Making About Technology
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN  

7. Tracking But No Plans to Deploy Before 2017
SHORTER, MORE ITERATIVE PLANNING HORIZONS
Average Number of Technologies Forecasted to be Adopted
Companies forecast few technology solutions more than 12 months out…
…as the many fast-changing solutions on the horizon make it hard to define an end state. 69 59 a
umber of Technologies  N 7
2014/2015
2016
Tracking But No Plans to Deploy Before 2017
Anticipated Deployment Time
Source: CEB analysis. a
Number of technologies and Capabilities are calculated from CEB’s Emerging Technology Roadmap and Digital Capability Roadmap.
© 2015 CEB. All rights reserved. CIO SYN

8. 6th 1st 5% 5% A GROWING MISMATCH BETWEEN FUNDING AND DEMAND 2004 2013
CEO Ranking of Technology
as a Business Driver
Most CFOs continue to manage the CIO’s budget against a fixed benchmark such as a percentage of revenue.
IT Budget as a Percentage 5% 5%
of Revenue
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN  

9. 1 2 3 4 5 PRINCIPLES OF ADAPTIVE IT
In an era of ubiquitous technology, IT leaders should apply five principles to help the enterprise maximize returns from its technology investments. Collectively, these principles make IT adaptive.
Excellence Should Be Targeted —IT must focus disproportionate effort in areas where it has comparative advantage and “dare to be adequate” elsewhere. 1
Role is Context Based—IT must adopt different responsibilities and relationships based on its operating context such as where the ideas and money come from. 2
Judgment Shapes Process—IT must apply judgment to governance and delivery processes to ensure the level of rigor is appropriate to the business outcome. 3 4
Speed-to-Market Comes First—IT must increase the priority given to urgency when making trade-offs against cost and risk.
Technical and Business Talent Isn’t Either/Or—IT must sharpen its technical edge and engagement competencies in parallel so that technology expertise stays ahead of changing business needs. 5
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN

10. Bimodal IT Will Drive Business Success
WHY ADAPTIVE IT REQUIRES MORE THAN A NEW ORG STRUCTURE
Welcome to the
Era of Two-Speed IT
IT News, 4 March 2014
Bimodal IT Will Drive Business Success
Because the most commonly proposed solutions rely on new organizational structures, they will:
IT-Online, 18 November 2014
Lead to a specific end-state that cannot respond to new contexts
Ignore interdependencies across IT
Become inefficient due to complexity
Create engagement problems in the IT team
How to Build an Innovation Team
TechTarget, 19 December 2014
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN  

11. A Context based role

12. HOW IT’S CONTEXT-DEPENDENT ROLE WORKS
“Who are the right stakeholders?”
Business Leaders
Customers
Employees
Suppliers and Channel Partners
“Which context does IT face?”
Traditional
Leading a major initiative
Enabling innovation
Supporting external customers
Adopting cloud services
Promoting business- led IT
Developing new digital products
“What engagement approach should IT take?”
Delivering
Consulting
Brokering
Coaching
To create value, IT must adapt to many combinations IT
“When should IT get involved?”
Novel
Evaluate
Test and Learn
Develop and Scale
Run and Maintain
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN

13. BUSINESS LEADERS EXPECT TO PLAY A NEW ROLE IN TECHNOLOGY
Business Depends on Specialized Technology 1.
Business Leaders Are
More Tech Savvy
Technology Is More
Accessible
IT Has Limited Capacity
72% of executive suite priorities depend on technology
CEOs rank technology first among factors that drive business value
80% have experience with technology projects
Other functions hiring technology-savvy staff
Cloud, SaaS
Consumer technologies
More vendors
Non-traditional vendors
Limited budgets and capacity
Focused on scale and efficiency
Rigid governance processes ill-suited to new technologies
Greater business partner willingness to lead technology decisions
Average Percentage of Business Partners Willing to Lead Technology Projects
26% Not Willing
74% Willing
n = 181 business executives.
Source: CEB surveying.
Note: Average of “Willing to Lead” for Identifying Capabilities of Tools, Selecting and Procuring Tools, Project Management, and Vendor Management.
© 2015 CEB. All rights reserved. CIO SYN

14. IT MUST ADAPT ITS ENGAGEMENT MODEL
IT’s Enduring Comparative Advantages
IT Engagement Activities
Cross-Enterprise Perspective
Insight into business partners’ priorities
Insight into employees’ technology needs and activities
Technology Portfolio Management
Knowledge of core enterprise systems, processes, and data
Ability to integrate technologies
Investment coordination across services
Service Management Expertise
Expertise with managing technology projects
Experience with managing technology vendors
Service delivery across business lines
Delivering
Consulting
Brokering
Coaching
Source: CEB analysis.

15. STRIKING THE RIGHT BALANCE ON WHERE AND HOW TO ENGAGE
Approaches to the Division of Responsibilities for Technology
Helps align IT staff and business leaders’ expectations
“Capabilities Federation”
High
Shifts conversation to business capabilities and away from technologies
New Divisions of Labor
Value Realization
Potential
Permissive
Restrictive
Enterprise Posture
Toward Business-Led IT
Low
“Technology
“Technology Dictatorship”
Anarchy”
Anything Goes
Corporate IT Control
Sub-scale solutions
Missed business opportunities
Duplication of effort
Policy breaches
Data silos
Narrow focus on IT risk misses broader competitive risks
Avoidable risks
Source: CEB analysis.
© 2014 CEB. All rights reserved. CIO SYN

16. GIVE CLARITY ON IT’S RESPONSIBILITIES
Level of Business-Led IT for Each Capability Segment
SHALLOW IT
DEEP IT
(Business partners take the lead)
(IT ownership) 1
Capabilities of Record 2
Capabilities of Insight (High Risk) 3
Capabilities of Productivity
Scale 4
Capabilities of Insight (Low Risk) 5
Capabilities of Engagement
“It’s the business’ job to identify the capabilities they need. And it’s IT’s
job to understand why, and provide the architectural expertise to help marketers get more from their investments.”
Degree of concern about risk and compliance
Source: The Clorox Company; CEB analysis.
Ralph Loura CIO Clorox Company
© 2014 CEB. All rights reserved. CIO SYN

17. THE BUYER’S AGENT
Mission To collaborate with business stakeholders on technology decisions by building their risk awareness and guiding them to potential opportunities and away from potential pitfalls, without taking over responsibility for their investments.
Differentiation from Traditional Business-Facing Roles in IT An effective Buyer’s Agent plays a support role in business technology decisions, rather than leading initiatives identified by the business.
Key Responsibilities
Clarify business expectations about vendor opportunities and limitations.
Educate business leaders on how to cut through vendor hype.
Explain total cost of a vendor solution ownership in a language business can understand.
Advise business in vendor negotiations.
Source: CareFusion; CEB analysis.
© 2014 CEB. All rights reserved. CIO SYN

18. VISUALIZE BUSINESS OUTCOME TRADE-OFFS OF ARCHITECTURE CHOICES
Architecture Valuation Framework
Illustrative—Sales Collaboration Solution
Build C o s t
Buy
Rent
Scoring Key 4
Implementation Cost Efficiency
Operational Cost Efficiency
Most Desirable 4 3
More Desirable 3 2
Neutral
Savings on Future Solutions 1
Less Desirable
Security 2
Least Desirable 1
Speed to Benefit
Flexibility t y A i r c g i l h i
Enabled Speed of Solutions A t e
Availability c s s t u i n e r e u s Q B u
F. Performance a l i t y
Source: Progressive; CEB analysis.
© 2014 CEB. All rights reserved. CIO SYN

19. Technical and Business
Skills Required

20. Limited or dated functional expertise
HOW TO READY YOUR TEAM FOR ADAPTIVE IT
Common Barriers to Building an Adaptive IT Team
“Will”
“Skill”
Limited or dated functional expertise
Wrong mindset
Lack of critical competencies
Develop a climate of openness to uncertainty, and new ways of working
Expand IT’s engagement competencies
Replenish cutting edge technical knowledge
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN

21. MEASURING IT’S CLIMATE OF OPENNESS1
Open to Business Collaboration
Open to Risk and Uncertainty 2
Open to Business Collaboration
I am expected to help colleagues outside my day-to-day workgroup.
I am expected to seek help from colleagues outside my day-to-day workgroup.
Open to Risk and Uncertainty
I see failure as a learning opportunity for individuals and the company.
I am expected to be resourceful when facing uncertainty.
Climate of Openness
Open to New Ways of Working 3
Open to New Ways of Working
I agree that employees outside IT should be able to experiment with technology.
I am expected to challenge the status quo when or where appropriate.
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN

22. HOW TO ENCOURAGE OPENESS
Sample Metrics for IT Scorecard and Employee Objectives
Operational Performance
Availability
Adherence to standards
Project Health
On-time delivery
On-budget delivery
Reduce Emphasis to Avoid Inhibiting a Climate of Openness
Give less prominence in IT communications
Reduce scorecard weighting
Remove or reduce weighting in employee MBOs
Cost
Cost reduction
Performance against budget
Risk
No Change
Speed
Time to market for new capabilities
Time to respond to business requests
Business Impact
Contribution to enabling innovation
Business criticality of applications delivered
Talent Development
Competency development
Increase Emphasis to Encourage a Climate of Openness
Highlight in IT communications and CIO townhalls
Increase scorecard weighting
Add to employee objectives
Source: CEB analysis.
© 2014 CEB. All rights reserved. CIO SYN

23. 12 COMPETENCIES FOR HIGH PERFORMANCE IN IT
CEB IT Competency Model
Competency
Definition
Uses practices, processes, procedures, and systems to manage work and to simplify and use resources efficiently
Process Orientation
Considers the relative costs and benefits of potential actions to choose the most appropriate one
Decision Making
Teamwork
Promotes and facilitates coordination and cooperation among peers
Organizational Awareness
Understands the organization’s mission, values, operations, and goals
Creativity
Applies original thinking to produce new ideas and innovative products
Self-directs activities and works through goal setting, time management, and planning
Prioritization
Business Results Orientation
Seeks to understand the business needs and deliver prompt, efficient, quality service to the business
Can work with data to identify patterns; uses judgment to form conclusions that may challenge conventional wisdom
Analytic Ability
Learning Agility
Rapidly acquires new knowledge and learns new skills
Relationship Management
Creates relationships with new acquaintances quickly and confidently
Communication
Conveys complex and technical issues to diverse audiences
Influence
Applies different strategies to convince others to change their opinions or plans
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN

24. FEWER THAN HALF OF IT EMPLOYEES DISPLAY PROFICIENCY IN ENGAGEMENT COMPETENCIES
IT Employee Proficiency Across Competencies
Percentage of IT Employees at Least at the “Proficient” a Level
Competency
Percentage Showing at Least Proficiency a
Process Orientation
72%
Decision Making
70%
Teamwork
68%
Organizational Awareness
67%
Creativity
59%
Prioritization
59%
Business Results Orientation
59%
Analytic Ability
57%
Learning Agility
56%
The majority of IT employees lack even a “proficient” level of the competencies critical to IT’s engagement activities.
Relationship Management
49%
Communication
47%
Influence
45%
Scoring Guide
> 70% of IT employees are at least proficient
61%–70% of IT employees are at least proficient
51–60% of IT employees are at least proficient
< = 50% of IT employees are at least proficient
n = 2,569.
Source: CEB IT Talent Assessment. a
“Proficient” is defined as scoring a 3 on the competency on a 5-point scale. Employees are defined as “at least” proficient if they score a 3, 4, or 5.
© 2015 CEB. All rights reserved. CIO SYN

25. 1 2 3 4 5 PRINCIPLES OF ADAPTIVE IT
In an era of ubiquitous technology, IT leaders should apply five principles to help the enterprise maximize returns from its technology investments. Collectively, these principles make IT adaptive.
Excellence Should Be Targeted —IT must focus disproportionate effort in areas where it has comparative advantage and “dare to be adequate” elsewhere. 1
Role is Context Based—IT must adopt different responsibilities and relationships based on its operating context such as where the ideas and money come from. 2
Judgment Shapes Process—IT must apply judgment to governance and delivery processes to ensure the level of rigor is appropriate to the business outcome. 3 4
Speed-to-Market Comes First—IT must increase the priority given to urgency when making trade-offs against cost and risk.
Technical and Business Talent Isn’t Either/Or—IT must sharpen its technical edge and engagement competencies in parallel so that technology expertise stays ahead of changing business needs. 5
Source: CEB analysis.
© 2015 CEB. All rights reserved. CIO SYN

26. Thanks for your attention
Contact us

27. Appendix
© 2014 CEB. All rights reserved. CIO SYN
 143

28. Our CEB offering is Comprehensive and Unrestricted
CEB’s clients include over 94% of the Fortune 100 and more than 80% of the FTSE 100
Total Team Engagement…
through End to End Support..
and Multi Channel Solutions.
Annual Executive Meetings/ Networking- a chance to network with peers and discuss your challenges in a secure, unbiased forum.
Help fundamentally rethink the function mission, structure, strategy and capabilities for sustainable top and bottom line growth.
Chief Officer – Head of the
Respond to demands from the CEO and the board: presentation support, emerging trends, business impact
Thought Partnership with our senior Advisory Expert– an unparalleled view into how thousands of other major companies are perceiving and managing their function. Assigned dedicated Function
Function
Enabling Business and Personal
Facilitate cross-function initiatives: shared services, growth agenda and cost reduction
Objectives
End to End project support on functional initiatives with Senior Leadership Team
Dedicated support to Business Partners ,Change Agents and Transformation Leaders
Partnering with Talent Development team to define competencies, skills, roles and responsibilities that matter most to your function.
Senior Leadership Team & Change Agents
Improve Performance and Drive Functional Excellence
Web Access – unlimited online access to membership website, e-learning resources, research
Global Functional Community
Our online training, best practices and tools boost your staff productivity, allowing you to sustain a functional return on investment and to accelerate maturity.
Learn and Develop competencies and capabilities of the global team. 7

29. Get the Support You Need for Your Executive Role
Support for Senior Executives and Their Teams
Helping Executives
By Solving These Challenges
Through These Resources
With a Differentiated Solution
Enable Growth
Assessing Key Performance Trends and Risks
Research and Insights
Peer Network Proven practical solutions derived from a global client base
Focused Research Objective guidance informed by vast data assets and rigorous analysis
Client-Centered Service Unmetered access to strategic information and tactical approaches
Cross-Functional Perspectives Diverse executive viewpoints to facilitate enterprise-wide collaboration
Increase Efficiency
Benchmarking Performance and Plans
Proven Best Practices
Transform the Department
Establishing Innovative Operating Approaches
Reduce Risk
Advisory Support
Organizing and Managing Critical Talent
Decision and Diagnostic Tools
Driving Alignment and Support for Change
Peer Benchmarks
Navigating Leadership Transitions
Executive Networking
Live and Online Learning Events
© 2014 CEB. All rights reserved. CIO SYN 8

30. WHY ADAPTIVE IT IS THE WAY FORWARD
Technology decision making beyond IT, shorter and more iterative planning horizons, and the growing mismatch between funding and demand emphasize the need for a new framework for IT.
WHY ADAPTIVE IT IS THE WAY FORWARD
Ubiquitous Technology Impact
Implication 1
Implication 2
Implication 3
A Growing Mismatch Between Funding and Demand
Technology Decision Making Beyond IT
Shorter, More Iterative Planning Horizons
Adaptive IT
Adaptive IT is a framework that CEB has developed to help IT organizations maximize value from IT in an era of ubiquitous technology. This framework provides guidance on how to transform IT’s strategy, governance, delivery, and workforce.
What differentiates Adaptive IT from other approaches today is that it doesn’t stipulate a specific end-state but allows organizations to thrive in any environment.
Source: CEB analysis.
UBIQUITOUS TECHNOLOGY IMPACT
PRINCIPLES
ADAPTIVE STRATEGY
ADAPTIVE GOVERNANCE AND DELIVERY
ADAPTIVE WORKFORCE
OF ADAPTIVE IT
© 2015 CEB. All rights reserved. CIO SYN
 11

31. BUSINESS CAPABILITY SEGMENTATION
Arrange capabilities into four segments to communicate the value and risk of business-led IT.
BUSINESS CAPABILITY SEGMENTATION
Five Business Capability Segments
Clorox arranges capabilities into segments that reflect the risk and value of change to the organization. 1
Capabilities of Record
Core to business operations but not differentiating
Example: General Ledger
High 1 2 3
By using capabilities rather than technologies, Clorox minimizes the overlap between categories. 2
Capabilities of Insight (High Risk) Related to analysis and reporting
Example: Weekly sales reports
Geoffrey Moore defined the Record and Engagement segments in his book Escape Velocity, and Clorox added two categories.
Risk of Changing the Capability 3
Capabilities of Productivity Mediate the way employees work
Example: Instant Messaging
“We started with two categories but found that not all engagement 4 5 4
Capabilities of Insight (Low Risk) Related to analysis and reporting
Example: Web analytics
capabilities were low-risk, as some behaved like a capability of record.”
Ralph Loura CIO Clorox Company 5
Capabilities of Engagement
Support customer and employee engagement
Example: Direct mail management
Low
To view further examples of capabilities, please see the Appendix on pages 62–63.
Low
High
Value of Changing the Capability
Source: The Clorox Company; CEB analysis.
Business capabilities are a structured way of expressing the activities an enterprise performs to achieve its desired business objectives.
© 2014 CEB. All rights reserved. CIO SYN
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32. DEFINE THE TRIGGERS TO MOVE FROM SHALLOW TO DEEP IT
Check for scalability as well as risk and compliance to transition capabilities from the shallows to the deep.
DEFINE THE TRIGGERS TO MOVE FROM SHALLOW TO DEEP IT IM PL
EMEN
Business relationship managers work with business partners to identify the capabilities they want to drive to scale.
SHALLOW IT
DEEP IT
Scalability Checklist
(Business partners take the lead)
(IT ownership)
TAT
 There is value in scaling the solution up. I
Each capability segment has its own team of architects who work with business relationship managers to move technology experiments from the shallows to the deep.  
This is a new capability that is not offered anywhere else in the organization. O
Trigger Point N  
IT has the resources to drive the solution to scale.
GUI
Scale  
Business partners have the resources to drive the solution to scale. D E  
A number of people already use this solution regularly.  
There is a limited amount of architectural complexity that does not affect the potential value of the solution.
Degree of concern about risk and compliance
Risk and Compliance Checklist  
The underlying technology and/or vendor is mature.  
The underlying technology is compatible with the rest of the environment.
Use both sets of criteria to ensure the underlying technology of the capability is ready to move from the shallows to the deep.
 The underlying technology is protected from potential data loss.  
There is clarity on how the data will be handled, through extracts, data entry, or a standalone process.  
The business owner has the skills and competencies to effectively manage potential risk.
Source: The Clorox Company; CEB analysis.
© 2014 CEB. All rights reserved. CIO SYN
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33. GUIDE BUSINESS LEADERS TO ASK VENDORS THE RIGHT QUESTIONS
The Buyer’s Agent guides business leaders to unearth common technology selection and implementation pitfalls.
GUIDE BUSINESS LEADERS TO ASK VENDORS THE RIGHT QUESTIONS
Business Leader’s Buyer’s Guide
Partial View
In addition to the standard questions for vendors, steer business leaders to ask probing questions to get underneath the vendor pitch. I.
Fit with Identified Business Need
II.
Implementation Effort
III.
Quality of Vendor Partnership
IV. Financial Cost
Part 1: Questions for Self-Reflection
Why Ask These Questions? Buyer’s Guide Guidance
It is hard to assess the success of any project that lacks measurable outcomes from the outset.
Business sponsor’s perceptions of how a solution will be used often diverge from the ways in which they are incorporated into end users’ workflows.
Failing to anticipate business change may result in costly adjustments to the solution later.
Have we defined metrics for assessing the success of this implementation?
Do we understand how end users will use this solution?
Have we spoken with the likely end users to understand how this would fit into their existing way of working?
How likely is it that the way we use this solution changes over time?
Avoid launching into conversations about technology standards, governance rules, and architectural principles prior to understanding business rationale for evaluating a vendor solution.
Part 2: Differentiating Questions for the Vendor
Why Ask These Questions? Buyer’s Guide Guidance
It is very hard to spot the main weaknesses of software solutions during the buying process; they usually surface during implementation. Therefore, it is common for inexperienced buyers to feel that they do not understand the potential pitfalls of a solution.
We have identified two to three core problems this solution must solve for us. Can you provide specific examples of how you have addressed these problems for other clients?
What type of preparation (data access, security, special configuration, etc.) was required to successfully resolve those clients’ problems?
Could we obtain a reference from a customer with the same or a highly similar problem?
Part 3: Standard Questions for the Vendor
How many other organizations use this product?
Overall Grade A–F: (How well did we understand what the vendor told us about this category?)
Source: CareFusion; CEB analysis.
Buyer’s Agent’s Companion Guide
Partial View I.
Fit with Identified Business Need
II.
Implementation Effort
III.
Quality of Vendor Partnership
IV. Financial Cost
Buyer’s Agent Probing Questions for Business Leaders
Why Ask These Questions? Buyer’s Agent Guidance
Inexperienced buyers may overlook or fail to detect common vendor weaknesses. Often times, they do not know where to be skeptical about vendor claims. Therefore, you will want to ensure that their questions have covered all the bases.
What were your biggest open questions about the solution? Did the vendor address them to your satisfaction?
Which of the differentiating vendor questions were you able to ask?
What were two to three important questions you did not get to ask?
What were the most important things you have learned?
What grade would you give to the vendor based on what they told you?
Source: CareFusion; CEB analysis.
© 2014 CEB. All rights reserved. CIO SYN
 57

34. Legacy Technology Expertise Emerging Technology Expertise
IT leaders must guide their organizations through a significant transition in technical and functional expertise.
REPLENISHING IT’S TECHNICAL EDGE
Breakdown of Projects Requiring Legacy Versus Emerging Technology Expertise
Illustrative
Key Questions for Strategic IT Workforce Planning
Which architectural and development roles require new areas of technical expertise?
Legacy Technology Expertise
Emerging Technology Expertise
What is the right balance between replenishing in-house technical expertise and relying on external sources?
How should IT manage the retraining or retirement of employees with expertise in legacy technologies?
Should IT play a role in developing technical expertise elsewhere in the company?
Digitization increases demand for expertise in emerging technologies
Source: CEB analysis.
Source: CEB analysis.
UBIQUITOUS TECHNOLOGY IMPACT
PRINCIPLES
ADAPTIVE STRATEGY
ADAPTIVE GOVERNANCE AND DELIVERY
ADAPTIVE WORKFORCE
OF ADAPTIVE IT
© 2015 CEB. All rights reserved. CIO SYN
 34