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#206

Digital transformation and investment in technology are closely linked yet frequently misunderstood. On the episode, we speak with Bill Briggs, Chief Technology Officer for Deloitte Consulting, on this topic. Michael Krigsman is an industry analyst and host of CXOTALK. For more information, see https://www.cxotalk.com/digital-trans... ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter:   / cxotalk   ------------------ Excerpt from the transcript: And, how do you explain the connection between the business aspect of digital transformation, and the technology components of digital transformation? Bill Briggs: Yeah It's perfect in any ... can't even say between the business and the technology, or even the broader digital application versus just the customer, and the marketing, and the places that are easier to start with. And, digital ... When we launched Deloitte digital almost five years ago, we had some criticism at the time, as we acquired agencies and invested heavily in creative and design, and brought a lot of things that we already did, we brought them together to get it to scale. And, a lot of it at the earliest days, were commerce, and web, and mobile development, and content management; and things that had a heavy emphasis on the customer side. And so, at the time, people said, "Why would you limit this new offering that's going to compete directly with the agencies in a way that you haven't before? And Deloitte brand, isn't that an albatross kind of holding you back?", because it doesn't have the awareness with the CMO perhaps, and it doesn't have some of the witty, pithy agencies, like, sexy gleam around it. And even at the earliest day, when we launched it, we said, "No, no, no," because digital - all of that stuff, for sure; but it's also, how do you reshape the enterprise? How do you reimagine the enterprise; how work gets done? And by the way, most importantly, it's about how do you think about your products and services and offerings, and how do you evolve it? You have either adjacent digital solutions and services, with a physical product? Or do you actually move and pivot more directly to digital being a primary market? So, from the earliest days, we said, "It has to be all of that," and it's been great to see our model of a digital consulting agency, be the model everyone's trying to emulate now. But, you hit on a great... Whenever I go in an actual workshop titled as "Digital Strategy" or "Digital Transformation," almost every one of those, the most time we spend is, "Let's just try to define what we think that means." And we have workshops, and a lot of tools that we created to kind of spark that discussion. So, the executive team at a client can say, "When we say 'digital,' it means these three things." And by the way, it's typically not those are the three and the denominator is three, the only things it will mean is an ambition statement that's broad, but then we're going to go after and try to make it real, make it actionable; and we're going to translate "digital" into these initiatives. And almost always, it has things that go well beyond just that customer engagement, and sales and marketing, and the like. So that's still an important part of it, for sure. It's just not the only part of it. But this is an important issue for may CIOs, and before we leave the CIO topic, can you compare or contrast this future CIO role, say, present or future CIO role, versus what the role was historically? The reason being I think that that comparison will help people understand, help CIOs and organizations understand, where the role - the opportunity in the role, let’s put it that way… Bill Briggs: Yeah, and I see historically a lot of CIOs kind of grew up through the infrastructure, through the application space. And so, a lot of them had deep technology jobs. And, that’s important; so the tech fluency and the tech IQ is not just important to the CIO and the IT department, it’s increasingly important to the broader business, and we’re seeing companies increasingly invest the tech fluency or the tech savviness or the tech IQ of their organization at large.