{"id":44251,"date":"2019-12-16T08:37:41","date_gmt":"2019-12-16T08:37:41","guid":{"rendered":"https:\/\/www.intelligentcio.com\/me\/?p=44251"},"modified":"2023-10-02T09:48:46","modified_gmt":"2023-10-02T08:48:46","slug":"how-cios-can-deal-with-digital-disruption","status":"publish","type":"post","link":"https:\/\/www.intelligentcio.com\/me\/2019\/12\/16\/how-cios-can-deal-with-digital-disruption\/","title":{"rendered":"How CIOs can deal with digital disruption"},"content":{"rendered":"\n

Helen Huntley, Managing Vice President, Gartner, suggests six ways CIOs can (and should) deal intentionally with digital disruption.<\/em><\/strong><\/p>\n\n\n\n

Digital\nbusiness. Future of the enterprise. Future of work. Future workforce. Digital\nsociety. CIOs have to deal with these forces and futures – and more. The only\nconstant is change.<\/p>\n\n\n\n

Businesses\nare being disrupted and redisrupted constantly but controlling the disruption\nisn\u2019t the solution. CIOs need to focus on reacting to inevitable disruption in\nintentional ways.<\/p>\n\n\n\n

\u201cWe\ncan\u2019t be reactive. We have to be more thoughtful by saying \u2018it\u2019s coming, so I\u2019m\ngoing to make the most out of it,\u201d said Helen Huntley, Gartner Managing Vice\nPresident.<\/p>\n\n\n\n

\u201cYou\ncan\u2019t change the forces, but you have to change how you respond and who owns\nthe responses.<\/p>\n\n\n\n

\u201cWe\ncan\u2019t be reactive. We have to be more thoughtful by saying \u2018it\u2019s coming, so I\u2019m\ngoing to make the most out of it and I\u2019m going to make a decision about it.\u2019\u201d<\/p>\n\n\n\n

The\nsolution is not to do nothing or to delay decisions. The only guarantee is that\nthere will be more uncertainty in the future. Organisations need a plan for\nwhen, not if, disruption comes.<\/p>\n\n\n\n

Prepare\nfor disruption<\/strong><\/p>\n\n\n\n

Huntley\nintroduced the Gartner A6 model, which outlines six ways CIOs can respond to\ndisruption. Don\u2019t overcommit to one of the six, and keep in mind there is no\none right approach to the mix and balance of each type.<\/p>\n\n\n\n

Analyse<\/strong><\/p>\n\n\n\n

Wait\nand see how the competition deals with the disruption. This approach feels\npassive, but organisations can gain valuable insight by watching other players.\nHowever, waiting too long can have negative consequences, including missed\nmarket opportunities and revenue loss. For example, traditional banks didn\u2019t\nthink PayPal\u2019s online payments business model was viable and so they waited to\nrespond. PayPal now has 300 million active users and banks lost significant\nmarket share.<\/p>\n\n\n\n

Attack<\/strong><\/p>\n\n\n\n

Identify\nand deal with threats via swift and aggressive action. This approach can\ninclude attacking a particular market segment. For example, automaker GM went\nafter Ford\u2019s low-priced car segment – dominated by the Model T – in 1921.\nAttack also includes taking legal action. For example, Honeywell filed a patent\ninfringement lawsuit against smart home product company Nest for what it felt\nwas a violation of Honeywell\u2019s intellectual property.<\/p>\n\n\n\n

Alternative<\/strong><\/p>\n\n\n\n

Watch\nwhat competitors are doing and then identify an alternative market opportunity.\nThis might include looking to entirely new or adjacent markets. For example,\nwhen Nintendo was losing out to the superior graphics of Sony and Xbox, it\npivoted to an entirely new idea – bringing the whole family to the console with\nthe Wii.<\/p>\n\n\n\n

Ally<\/strong><\/p>\n\n\n\n

Partner\nwith another company or build an ecosystem. This might include an external\nvendor that brings a new capability to the organisation or helps to win more\nmarket share. For example, to counter Airbnb\u2019s disruption, Marriott\nInternational partnered with Starwood Hotels & Resorts Worldwide to create\na larger global presence and shared resources.<\/p>\n\n\n\n

Acquire<\/strong><\/p>\n\n\n\n

Buy\na company that does what you need to counter disruption. Instead of trying to\nbuild internally or find an ally, one option is to just buy a company that\nalready has the capability. For example, Facebook acquired Instagram, which\nenabled it to enter a new image-focused platform market and purchased WhatsApp\nto gain an international messaging market.<\/p>\n\n\n\n

Avoid<\/strong><\/p>\n\n\n\n

Take\nno action and ignore disruption. This is not a recommended course of action,\nbut it requires little to no effort. It does, however, put the organisation at\nrisk of failure because it means a failure to innovate. For example,\nBlockbuster did not adapt to a streaming-based model and continued to rely on\nrevenue from late fees. Similarly, BlackBerry did not react in time (or at all)\nto competitors Apple and Google until it was too late.<\/p>\n","protected":false},"excerpt":{"rendered":"

Helen Huntley, Managing Vice President, Gartner, suggests six ways CIOs can (and should) deal intentionally with digital disruption. Digital business. Future of the enterprise. Future of work. Future workforce. Digital society. CIOs have to deal with these forces and futures – and more. The only constant is change. Businesses are being disrupted and redisrupted constantly […]<\/p>\n","protected":false},"author":18,"featured_media":87485,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[5307,139,15963,809,9961],"tags":[274,1828,202,10861],"class_list":["post-44251","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-analysis","category-industry-expert","category-kuwait","category-more-news","category-thought-leadership","tag-cios","tag-digital-disruption","tag-gartner","tag-helen-huntley"],"acf":[],"publishpress_future_workflow_manual_trigger":{"enabledWorkflows":[]},"_links":{"self":[{"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/posts\/44251","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/users\/18"}],"replies":[{"embeddable":true,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/comments?post=44251"}],"version-history":[{"count":6,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/posts\/44251\/revisions"}],"predecessor-version":[{"id":44258,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/posts\/44251\/revisions\/44258"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/media\/87485"}],"wp:attachment":[{"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/media?parent=44251"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/categories?post=44251"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.intelligentcio.com\/me\/wp-json\/wp\/v2\/tags?post=44251"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}