10. Operational excellence is table stakes
Operational excellence is a constant, even as the technology team moves into a new mode of working.
9. Security at the forefront
Security has to be built into the first step of any business process, and CIO100 leaders talk about working with the rest of the organisation into implementing a holistic approach to cybersecurity.
8. Build the pathway for future tech
The CIO100 leaders are building or transforming the organisation’s digital core to enable them to work on new and disruptive technologies for the business.
7. Surround yourself with ‘change agents’
This, of course, is after they have laid the foundation to enable the their teams to be equipped to work in the new operating models that involves, among others, the use of Agile and Dev Ops methods to fast track ideas to implementation.
6. Embrace disruptive technologies
Blockchain, virtual reality, 3D printing, artificial intelligence, machine learning and Internet of Things are just some of the technologies that the CIO100 leaders are exploring, or already piloting or deploying.
![Simon Gould-Thorpe: Turners: “With each new project, we explore what current/emerging technologies are available. If we don’t feel confident adopting [it] ourselves, we look for a partner that does and ask them to work onsite on the proof of concept/trial initiative, with the emphasis on skills transfer to my team."](https://d2r9nfiii89r0l.cloudfront.net/dimg/435x435/dimg/simon-goulde-thorpe-turners-auctions-high-res-49.jpg)
5. Keep pace with rising customer expectations
CIO100 leaders say technologies around customer experience comprise their top ICT investments, but they are cognisant of the importance of working directly with the users. The latter include both internal and external users, such as customers and industry partners.
4. Drive innovation with the team - and beyond
CIOs and their teams are organising hackathons, setting up innovation hubs and working with a new set of players. These could be organisations in other sectors that they need to partner with as they deliver new products and services. Or, increasingly, these are startups or smaller organisations that are outside the enterprise vendor provider space.
3. Get a fresh eye perspective
CIO100 leaders make sure they are bringing in more millennials into the business. They recruit people from other parts of the organisation or who were trained in other disciplines, not only information technology. They mentor people in other parts of the business and outside the organisation and ensure their own teams are paired with mentors. A lot of the CIO100 leaders espouse ‘reverse mentoring’. This can be done informally, like inviting high school and university students to join their teams for the day, or through formal meetings with a young staff.
2. The CIO role is growing more strategic - deal with it
As organisations transform themselves into digital businesses, the role of the CIO/CDO/CTO is becoming more strategic than ever. CIO100 leaders present regularly to the board on insights and trends on technologies that impact the organisation and their industry. They and their teams participate in town hall meetings, organise forums to update the rest of the organisation on what they are working on, and attend and speak in industry conferences. Today's ICT leaders are in the spotlight and have this unprecedented opportunity to make a difference - in their respective careers and in helping transform the organisation for the digital era. The CIO100 leaders have taken the challenge!
1. LEAD through the digital era
The CIO100 leaders' programmes for simplification and efficiency have gained them the resources and the time to focus on strategy and innovation. They have built professional networks across the organisation, their industry and outside the sector. They continue to build the platforms to grow and to collaborate with other organisations that are also moving towards digitalisation. This is the 360-degree leadership that is critical to thrive in the digital era. The CIO100 leaders have provided templates for how this can be done.
The 2017 CIO100 criteria and judging process
The CIO100 was open to the most senior business technology executives and these included CIOs, CTOs, CDOs and their equivalent roles, with responsibility for New Zealand organisations in both the public and private sectors.
The nominees completed a questionnaire detailing how they are delivering change across their organisations, while excelling in business transformation, innovation and leadership.
A panel of judges confirmed the final list - the top 30 entries, those in the 31 to 100 range in alphabetical order and those just under the 100 (‘the others to watch’).
The panel of judges are key ICT executives including an analyst from Gartner, and were joined by CIO New Zealand editor Divina Paredes and CIO Australia and New Zealand publisher Barbara Simon. The final selections are not open to further discussion or negotiation and all scores will be kept confidential.
Join the CIO New Zealand group on LinkedIn. The group is open to CIOs, IT Directors, COOs, CTOs and senior IT managers.