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The role of CIO in digital transformation: an exploratory study

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Abstract

With a continuous stream of emerging technologies, organizations are increasingly seeking to digitally transform their business towards ever efficient, intelligent, and self-learning business models. As the recognized head of IT, the Chief Information Officer (CIO) is often tasked with the responsibility of successfully implementing Digital Transformation (DT) initiatives. While there are independent studies on CIO role, and on the impact of DT, the role of CIO is not sufficiently examined in the DT context. This study fills this gap by conducting multiple case study of six organizations engaged in DT. Following the role theory, the study emphasizes the CIO as an actor focused on digital strategy and empirically delineates the multidimensional task demands associated with DT regarding the CIO role under the new strategic realities of the digital age. We find that while traditional CIO roles still apply, the DT context adds more nuances in such roles. Moreover, some new roles (e.g., legacy systems integration, risk management and IT security) have become crucial that are not adequately captured in extant literature on CIO roles.

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Notes

  1. Whilst recent literature notes the position of Chief Digital Officer (CDO), all our case organisations had a person with a formal designation of CIO responsible for leading DT. There was no CDO position in the selected case organisations. Nevertheless, in the context of DT, the discussions and findings are relevant to whomsoever is leading DT.

    ** The authors report no conflict of interest. No funding has been received for this research.

  2. Since all organizations had CIOs leading the DT effort, the discussion is centered around CIO. However, similar responsibilities would apply to CDO if they were leading DT.

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Authors and Affiliations

  1. Department of Management, Birla Institute of Technology and Science (BITS) Pilani, Pilani, India

    Raghu Nandan Chawla & Praveen Goyal

  2. Department of Management, Indian Institute of Technology (IIT), Jodhpur, India

    Deepak Kumar Saxena

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  1. Raghu Nandan Chawla
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  2. Praveen Goyal
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  3. Deepak Kumar Saxena
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Correspondence to Raghu Nandan Chawla.

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Appendices

Appendix 1

Case ID

First order concepts

Second order themes

Aggregate dimensions

RC1

….for our kind of business freight is the key aspect, we started with a technical Digital framework where we reinvented the way we are doing contracting

Business Need evaluator & Business Process Innovator

Technology & Innovation

RC1

….enable all our sales team, do virtual discussions rather going physical, especially in the COVID time

Business Process Reengineer

Technology & Innovation

RC1

….so every year we are making a roadmap for two to three year sand improvise that with business

Business Strategy complementor

Strategic Management

RC1

…..All transporters were educated about this application and its knowhow

Digital Culturist

People Management

RC1

We have on boarded data science platform this year

Digital Infra & Platform enabler

IT Governance & Operations Management

RC1

We have started and the strategy we adopted that we kept on training internal team, train the trainer

Digital Talent Manager

People Management

RC1

We came up with a digital framework, now sales team is able to do 10 to 12 meetings a day rather than going to site

IT & Business Liaison

Business & Functional Integration

RC1

In some cases even if it's not understood completely by them (TMT) still they have provide go ahead based on my recommendation

IT representor, Trust & Perception Builder

Communication

RC1

All fleet operator were required to be on board and convinced that it was in their favour

Negotiator

People Management

RC1

…. fitment of GPS on every vehicle was the business case..analysed..Piloted..rolled out

Technology consolidator & Application advisor

Technology & Innovation

RC1

…

…

…

RC2

I got my self involved and kept a closed control till POC and then delegated

Agile Execution & Delivery

IT Governance & Operations Management

RC2

Drone is a technology that is about to come, the company may adopt it as a pioneer to have some advantage

Business Need evaluator & Business Process Innovator

Technology & Innovation

RC2

We are having 10, 12 companies…in sync digital needs to have a consolidated business strategy

Business Strategy complementor

Strategic Management

RC2

We tried inducing digital into DNA the organization (the group)

Digital Culturist

People Management

RC2

We need to have some people to build team internally

Digital Talent Manager

People Management

RC2

It is both IT and business team which articulates and decides what is required

IT & Business Liaison

Business & Functional Integration

RC2

The success of the first phase actually helped business having trust, now if the new proposal is coming, probably it will get through

IT representor, Trust & Perception Builder

Communication

RC2

We got the compliance done by security partner for every initiative before we go live

IT security Enabler & compliance Conformer

Conformance

RC2

There is a lot of stress on the capital investment, I have to ensure Digital projects have to be approved by chairman

Negotiator

People Management

RC2

We are doing a complete supply chain integration on cost management starting from the supplier to material cost from tier two suppliers

Partner Alliancer

People Management

RC2

Deciding which product to deploy, what is the best in the market to benchmark and which solution would be better for the organization

Technology consolidator & Application advisor

Technology & Innovation

RC2

Because we are bringing a change by exploring new way of doing things, as CIO I have to convince the board about this

TMT influencer and advisor

People Management

RC2

…

…

…

RC3

We are working on four to five assignments in parallel say for outbound operations, inbound operations or data science platform with designated timelines for implementation

Agile Execution & Delivery

IT Governance & Operations Management

RC3

Most of the DT was focused on addressing improvement of internal processes

Business Process Reengineer

Technology & Innovation

RC3

….after 20 year, our business is not going to happen the way it's happening now, it will be radically transformed, we have to transform it with DT

Business Strategy complementor

Strategic Management

RC3

We failed and filled the gap. Failed Fast, improvised and aligned for delivery

Digital Culturist

People Management

RC3

It was must to have commitment from our board so that the message is communicated clearly

TMT influencer and advisor

People Management

RC3

…

…

…

RC4

As CIO, I had a critical role to make it happen faster and successful

Agile Execution & Delivery

IT Governance & Operations Management

RC4

I went to MD and discussed new patient management application

Business Need evaluator & Business Process Innovator

Technology & Innovation

RC4

With treasury automation the third party transactions are completely automated

Business Process Reengineer

Technology & Innovation

RC4

One of my primary task is to device digital strategy where digital is trying to support the business strategy

Business Strategy complementor

Strategic Management

RC4

We have a strategy where we designed organisational communications top down. Every mandate, we were pushing from top

Communicator

Communication

RC4

Voice processing, image processing, you named it and we do have platform to execute it

Digital Infra & Platform enabler

IT Governance & Operations Management

RC4

…..It encompasses compensation benefits of learning and development

Digital Talent Manager

People Management

RC4

…..designed that all the applications are secured and fully compliant to government norms

IT security Enabler & compliance Conformer

Conformance

RC4

…..enabling this technology and for bringing changed processes, our prevailing application was required to be integrated to cloud

Legacy Manager & Technology Integrator

Business & Functional Integration

RC4

……Another person is there (CEO), who sponsors these new ideas for him

Negotiator

People Management

RC4

….behind that there is a team who keep on guiding us to make it happen that engagement we have created

Partner Alliancer

People Management

RC4

…

…

…

RC5

Then finding the solution, and then trying to replicate it, So bandwidth concerns would be there…. Delegate effectively

Agile Execution & Delivery

IT Governance & Operations Management

RC5

At back of mind, a strategy is there….. What is our overall picture….What is our complete basket

Business Strategy complementor

Strategic Management

RC5

We have formed a team of evangelists who act as a change agent and change manager

Digital Culturist

People Management

RC5

Infrastructure advancements and cloud based model adoptions were our priority

Digital Infra & Platform enabler

IT Governance & Operations Management

RC5

I manage a team of around 40 45 people, across teams

Digital Talent Manager

People Management

RC5

…we have a sign off process actually after the functions provided their inputs to ensure all have common understanding

IT & Business Liaison

Business & Functional Integration

RC5

We started many projects parallelly including cyber security programs to make cyber security also part of digital initiatives

IT security Enabler & compliance Conformer

Conformance

RC5

Analytics is a big portfolio of dashboards designed on tablew platforms throughout

Technology consolidator & Application advisor

Technology & Innovation

RC5

…now CIO not only need to execute it, also to educate and convince that the way he's thinking is going to work

TMT influencer and advisor

People Management

RC5

…

…

…

RC6

I have to drive it faster, addressing concerns of people and company, that’s very important

Agile Execution & Delivery

IT Governance & Operations Management

RC6

If the company lags the industry bench mark CIO's role becomes very critical

Business Need evaluator & Business Process Innovator

Technology & Innovation

RC6

We target to complement business for enhanced revenues primarily supported by digital technologies

Business Strategy complementor

Strategic Management

RC6

We communicated the benefits, By some initiatives man power saving is also there

Communicator

Communication

RC6

Because it's a matter of adoption of technology

Digital Culturist

People Management

RC6

…..we deliberated on how we are going to build capability on analytics

Digital Talent Manager

People Management

RC6

We're taking on audits, compliance policies, governance, certifications

IT security Enabler & compliance Conformer

Conformance

RC6

IT investment on digital has gone almost double

Negotiator

People Management

RC6

….so we have on boarded a data science company. And we have taken their platform

Partner Alliancer

People Management

RC6

….descriptive, predictive, artificial intelligence, machine learning etc., but how to build was a consideration for us

Technology consolidator & Application advisor

Technology & Innovation

RC6

I have suggested many transformations which I can say got accepted by them

TMT influencer and advisor

People Management

RC6

…

…

…

Appendix 2

1.1 Research agenda (participant’s interview)

1.1.1 Research introduction to participant (Pre Interview)

  • Introduction of our research and its objectives (DT drivers, Role of CIO and implementation of best practices)

  • Declaration of conformity and confidentiality

1.2 Discussion points

1.2.1 Organisational context

  • What are your views on your organisation’s digital journey so far?

  • What were some of the key factors (driving forces) to take up digital initiatives?

  • How do you find digital technologies impacting the overall industry? What are some of the key impact areas specific to your organization?

1.2.2 Role of CIO in digital transformation

  • What is (was) the general focus of DT in the organization?

  • Who is primarily responsible for leading digital initiatives? How is the business and IT role planned and How are the initiatives governed?

  • What does the overall digital strategy of your organisation look like, is it impacting business strategy. How the strategy was crafted?

  • What are some of the key initiatives taken for DT and how has the journey been so far?

  • What was the top management team’s (TMT Executive’s) role in the DT initiatives? Their awareness about DT and how have the events progressed in this regard (In context of strategic role of executives)?

  • What was (is) the overall role of Chief Information officer/Chief Digital officer in the digital Transformation? What aspects were core for DT?

  • How did the lower level managers and IT team contributed to DT initiatives?

  • What were some of the challenges faced in DT initiatives and how were they addressed?

1.2.3 How to successfully implement DT

  • What was the implementation methodology followed for implementing DT, was it done through your own team or partner team, role of consultants?

  • What are some of the major contributions that DT initiatives have brought so far (such as business processes improvements/revenue/culture/ways of working etc.)?

  • What aspects do you see that governed success or a failure to the DT initiatives? What are some of the key points that you would like to recommend for effective implementation of DT?

  • How was the knowledge built on DT, how the cultural adoption was done, how was IT security aspect managed. What were some of the challenges faced?

  • What would you differently if you have to do it again?

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Chawla, R.N., Goyal, P. & Saxena, D.K. The role of CIO in digital transformation: an exploratory study. Inf Syst E-Bus Manage 21, 797–835 (2023). https://doi.org/10.1007/s10257-023-00651-1

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