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High IT performers: Defined by digital and driving growth

Today’s CIOs sit squarely at the intersection of business and technology. Their bosses increasingly view IT as growth engine.

Overview

Accenture’s High Performance IT research reveals that high performers in IT are:

  • Actively driving innovation and top-line growth.

  • Consolidating the noticeable lead they have opened up in recent years.

  • Finding novel ways to optimize—by holding down costs and streamlining processes across their organizations.

  • Becoming more and more central to their organization’s strategic direction which is increasingly defined by digital.

High performers clearly see IT as a strategic asset that can help them renew vital aspects of their operations. Therefore, they are investing in the digital tools, capabilities and skills to more easily pinpoint useful data and to, evaluate, analyze, derive insights from and, most importantly, act on this data

IT leaders are investing in the digital tools, capabilities and skills to more easily evaluate and derive insights from their data, and, most importantly, act on those insights.

Key Findings

This edition of the Accenture High Performance IT research identifies 10 key findings that encompass all three dimensions of high performance—IT innovation, IT agility and IT execution. What is especially noteworthy this year is the digital “thread” that runs through most of these findings.

The 10 key insights emerging from the research are:

 It really is all about the customer

It really is all about the customer
High performers’ top business objectives relate to improving the customer’s experience whereas other organizations focus on cutting costs and increasing productivity.

Context is the "once and future king"

Context is the "once and future king" 
Half of high performers consistently consider the wider economic, social and geopolitical context for their IT strategy versus 10 percent of other organizations.

IT strategy and business strategy are one and the same

IT strategy and business strategy are one and the same
High performers allocate 55 percent of their IT budget to deliver strategic business capabilities compared to 37 percent in other organizations.

Mastering a hybrid IT environment

Mastering a hybrid IT environment
One third of high performers have already replaced components of their legacy architecture with private and public cloud alternatives, compared to just 4 percent of other organizations.

Diving deeper into digital

Diving deeper into digital
Over half of high performers have been experimenting and learning from early deployment of digital-related technologies: social, mobile, analytics and cloud, as well as virtualization, security, and data management.

 Empowered employees are the force for digital business

Empowered employees are the force for digital business
High performers let their employees use their own mobile phones and tablets, access their own mobile apps, and self-manage almost 70 percent of their interactions at work, compared to just over one third for other organizations.

Mastering data to drive outcomes creates competitive advantage

Mastering data to drive outcomes creates competitive advantage
Almost half of high performers are gaining the ability to embed analytics capabilities and feed customer insights into their processes, versus 2 percent of other organizations.

Adopting agile to become agile

Adopting agile to become agile
High performers are six times more likely to leverage agile methodologies or fast/iterative approaches enabling them to adapt faster to new technologies and embed them faster in their businesses.

Investing early in technology skills provides an edge

Investing early in technology skills provides an edge
Nearly one fifth of high performers source their IT partners strategically, aligning them with their business requirements and priorities, versus 7 percent of other organizations.

 The marriage of IT security and business risk

The marriage of IT security and business risk
High performers protect their IP. More than a quarter of high performers are expanding the scope of their security and risk management functions— five times more than other organizations.

IT EXECUTION, IT AGILITY AND IT INNOVATION

Paul Daugherty, Accenture’s chief technology officer, describes the methodology underpinning the Accenture High Performance IT survey.

WHAT'S ON PAUL'S MIND

Paul describes his role and the challenges of operating in a rapidly evolving technological environment.

DISTINGUISHING HIGH PERFORMING CIOs

Three key factors that distinguish high-performing CIOs from the rest.

THE ROLE OF THE CIOs

Insights into the critical role of CIOs in today’s business environment.


RETHINKING YOUR BUSINESS

Hear how high-performing businesses use technology to stand out from the crowd.

PUTTING DATA TO WORK

Learn about the importance of data and analytics in running a high-performance business.

DEALING WITH COMPLEXITY

We examine how CIOs in high-performing organizations have approached the task of simplifying their application portfolios.

EVALUATING THE FINDINGS

Hear how we work with our clients to evaluate their High Performance IT survey results—and help them become better businesses.


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