在2008年加入研究公司Gartner之前，Irving Tyler曾担任IMS Health的首席信息官（CIO），以及Quaker Chemical Corporation.的副总裁兼首席信息官（CIO）。在20世纪90年代末，他面临着新千年在计算机领域带来的新挑战，但是他也看到了自己的技能在数据中心管理和ERP实施领域得到的发展。Tyler表示，纯粹的首席信息官这个角色早就已经不复存在了。
Gartner首席信息官研究团队负责人Tyler在该公司最近于Barcelona举行的研讨会上表示:“首席信息官的角色已经扩展为业务领导者、梦想家和架构师，他们可以有效地与其他高管合作，不再再只是根据业务部门提出来所谓的需求的实施者，而是领导者。”
一、首席信息官（CIO）身上的“附加”角色：领导业务转型计划
Gartner对全球财富500强企业的技术负责人进行的一项研究发现，约26%的人仍然担任着基本的“运营业务”IT的角色，监督应用程序和基础设施，而30%的人将自己的角色“附加”到业务职责中，从后台职能到前端工程、产品管理和研发。
约44%的受访首席信息官和首席技术官目前正在领导业务转型计划。Tyler说:“这些举措改变了他们企业的核心：他们如何进入市场，如何开发商品和服务，以及如何优化供应链。所以这个角色正在扩大;价值主张正在改变。”
当被问及首席信息官和首席技术官除了非典型的技术职责之外还做了哪些工作时，Gartner的研究发现，80%的全球财富500强技术领导者正在领导业务计划，39%的人负责实现数据货币化以创造新收入、供应链优化、人才战略和创造新的数字产品等领域的变革。Tyler说:“这些都是新的价值主张。当我成为首席信息官时，我从来没有想过有一天我会被期望领导这些工作。”
二、首席信息官（CIO）如何找到他们的价值主张
尽管首席信息官的角色越来越广泛，但Tyler认为，技术高管可以走得更远，通过将自己视为高级主管、合作伙伴和同行有效工作所需的“强大、有价值的产品”，而不是单纯的服务提供商，来扩大他们在组织中的价值和影响力。
他说:“从商业角度来看，产品价值主张是我们在为客户或公民——我们正在合作的任何利益相关者——创造下一代商品和服务时所开发的东西。”他举例说，精简资金可能是一家初创金融服务公司的价值主张。
他说:“你的领导力是你所有的管理团队、合作伙伴、同事和组织中所有人都需要的产品。”
“这就是我们所说的价值契合”。Tyler建议首席信息官们必须建立自己的产品价值主张，为业务提供最大价值，并向利益相关者承诺技术将如何帮助他们实现预期结果，并补充说，技术领导者可以采取简单的步骤，首先了解谁在消费IT(最明显的是执行董事会、职能领导和技术团队内外的技术人员)，并深入了解他们的工作，以及IT如何消除痛苦并创造收益。
通过与这些人交谈，向他们提问，并建立他们目前的位置和他们想要达到的目标的简介，首席信息官们可以超越简单地解决他们的角色，扩展他们的能力，超出他们的想象。
Tyler举了与首席营销官合作的例子，首席营销官可能专注于通过电子商务、数据平台、内容管理提供更好的客户体验，并利用人工智能来个性化和优化客户旅程。然而，进一步调查发现，这样做的能力受到客户数据平台缺乏市场标准、缺乏技术知识以及如何评估技术供应商的不确定性的限制——所有这些都是CIO可以帮助解决的问题。
Tyler为首席信息官们提出了建立自己产品价值主张的三个步骤。
第一步:识别并定义每个细分市场(编者注:营销人员将此操作称为开发角色)
第二步:调查这些人，问一些尖锐的问题，了解他们的工作、付出和收获
第三步:将你的产品进行匹配，探索不同层次的价值(从此时此地，到他们想去的地方)
三、为什么首席信息官应该扮产品业务谈判专家的角色
Tyler还提倡一种完全不同的方法来赢得董事会上下的人心。IT领导者需要建立类似于产品业务谈判专家的关系，了解他们的合作对象，建立信任和可信度，评估风险水平以推动业务价值，并共同努力以达成共识。对于只负责IT的CIO来说，这一点尤其关键，因为他们需要与内部合作来推动变革。
Tyler表示:“你必须学会协商你的角色，以实现你的领导者正在努力做的这些令人难以置信的转型性事情。”但金融、人力资源和供应链方面的关键业务项目并不属于首席信息官的所有。
Tyler引用了 Lewicki and Hiam’s 的谈判策略矩阵，称有五种策略可以沿着“关系的重要性”和“结果的重要性”双轴进行合作。四种是次优的，大多数没有提供任何价值，或者导致个人为了维持关系而迁就另一个人。他说，妥协也没用，因为双方都得不到自己想要的东西。
Tyler认为，这要从建立同理心、信任和改变思维方式开始。他说，“唯一真正的策略是合作。一起创造更强大、更有价值的东西，这样你们双方都是赢家。但你需要技巧。人质谈判专家有一套出色的策略。他们谈论的是建立桥梁，把两党团结在一起，把他们联系起来，完成对双方都最好的事情。”
Tyler说:“Hostage negotiator Chris Voss说，谈判不是战斗。你必须把它看作一个发现的过程，把谈判的大部分时间花在学习、探索、找出发生了什么。你得到的信息给了你力量。”而要做到这一点，首席信息官们必须了解与他们共事的个人或团队的价值体系，以确定他们的工作、挑战和机遇，以及他们之间的共同价值所在。倾听也很重要，但同样重要的是要尊重对方(这与同意是不同的)、讨喜和可信——信守诺言会成就或破坏这段关系。
互惠也可以建立桥梁，Tyler揭示，如果罪犯受到善待，他们不仅更有可能分享信息，而且研究表明，最成功的人质谈判是那些谈判者与劫持者建立了情感联系的谈判。但这被称为移情映射，是产品开发中使用的另一种策略，Tyler表示，它最终可以导致双方在共同的愿景、目标和承诺上走到一起，并为双方分担风险。
但这并不像听起来那么简单，Tyler举了一个他在职业生涯早期犯错误的个人例子。一位营销总监要求他在90天内为150个国家的1700名员工推出一套全球客户关系管理系统，他断然拒绝了，并说他的同事疯了。Tyler说:“他不欣赏我的立场，因为他处于一个季度，必须完成这项工作。我应该做的是换位思考，开始学习、探索和理解他的感受和愿景。”
原文：
Prior to joining research firm Gartner in 2008, Irving Tyler was a CIO at IMS Health, and VP and CIO at Quaker Chemical Corporation.
In the late 1990s, he was challenged to address the ‘year 2000’ problem, or Y2K scare, as computer systems were readied for the new millennium, and he saw his skillsets develop in the areas of data centre management and ERP implementation.
That role, he says, is now long gone.
“The role of the CIO has expanded to be a business leader, visionary and architect. Someone who can work with other executives effectively, not as a supplier and vendor but as a leader,” said Tyler. Leader of Gartner’s CIO research team, at the company’s recent Symposium in Barcelona.
CIO ‘plus’ roles to lead business transformation initiatives
A Gartner study of technology leaders at Global Fortune 500 companies found that approximately 26% still had fundamental ‘run the business’ IT roles overseeing applications and infrastructure, while 30% had ‘plussed’ their role into business responsibilities. From back-office functions to front-facing engineering, product management and research development.
Approximately 44% of the surveyed CIOs and CTOs were now leading business transformation initiatives.
“These were initiatives to change the very core of their enterprises: how they go to market. How they develop goods and services, and how they optimise their supply chain,” said Tyler. “So the role is expanding; the value proposition is changing.”
When asked what kind of work CIOs and CTOs had done beyond atypical technology responsibilities, Gartner’s research found 80% of global Fortune 500 technology leaders were leading business initiatives, with 39% accountable to land the change in areas such as monetizing data to create new revenue, supply chain optimization, talent strategies and creating new digital products.
“These are new value propositions,” said Tyler. “I never would’ve imagined when I became a CIO that someday I’d be expected to lead these kinds of efforts.”
How CIOs find their value proposition
Despite the growing breadth of the CIO’s role, Tyler believes that technology executives can go further still, extending their value and influence within the organization by thinking of themselves less of a service provider and more of a ‘powerful, valuable product’, which senior executives, partners and peers need to do their jobs effectively.
“Product value proposition in business terms is something we develop when we’re trying to create the next generation of goods and services for our customers or citizens—any stakeholder we’re working with,” he said, giving the example that streamlining money could be the value proposition for a start-up financial services firm.
“Your leadership is a product that all of your executive team, partners, peers. And all of the people in your organization needs,” he said.
Tyler also suggested that CIOs must build their own product value proposition to deliver the maximum value to the business
Tyler also suggested that CIOs must build their own product value proposition to deliver the maximum value to the business. And make a promise to stakeholders of how technology will help them achieve their desired outcomes. Adding that technology leaders can take simple steps to start by understanding who consumes IT (most notably the executive board, functional leaders and technologists in and out of the technology team). And by deeply understanding their jobs, and how IT can remove pains and create gains.
“This is what we call value-fit,” he said.
By speaking with these individuals, asking them questions and building a profile of where they are and where they want to get to, CIOs can move beyond simply solving their role to expand their capabilities beyond what they imagined was possible.
Tyler gave the example of working with the CMO, who may be focused on providing better customer experiences through ecommerce, data platforms, content management and utilising AI to personalise and optimise customer journeys. Further inquisition, however, found that the ability do so was constrained by a lack of market standards on customer data platforms, a lack of technical know-how, and an uncertainty of how to assess technology suppliers—all of which the CIO could help with.
Tyler suggested three steps for CIOs to build their own product value proposition.
Step 1: Recognize and define each segment (editor’s note: marketers would refer to this exercise as developing personas)
Step 2: Survey each of these individuals, asking tough questions to understand their jobs, pains and gains
Step 3: Map your offerings to match, exploring differing levels of value (from the here and now, to where they want to go)
Why CIOs should act as hostage negotiators
Tyler also advocated for a radically different approach to winning hearts and minds from the boardroom down.
He said IT leaders need to look at building relationships similar to hostage negotiators by understanding whom they work with, building trust and credibility. Assessing the level of risk to drive business value, and working together to come to a shared understanding.
This is particularly key, he says, for a CIO who only has accountability for IT, and thus needs to partner internally to drive change.
“You have to learn to negotiate your role to deliver these incredible transformational things that your leaders are trying to do,” said Tyler, adding that key business projects in finance, HR and supply chain are not under the ownership of the CIO.
Citing Lewicki and Hiam’s negotiation matrix, Tyler said there are five strategies to collaborate along the ‘importance of relationship’ and ‘importance of outcome’ twin axes. Four are suboptimal with most offering no value or resulting in the individual accommodating another for the sake of maintaining the relationship. Compromise doesn’t work either, he says, because neither party gets what they’re looking for.
“The only real strategy is collaboration,” he says. “Build something more powerful, more valuable so together, you both win. But you need techniques. Hostage negotiators have this brilliant set of tactics. They talk about building bridges, bringing two parties together, connecting them to accomplish something that is best for both parties.”
Tyler believes this starts with building empathy, trust and changing minds to new ways of thinking.
“[Hostage negotiator] Chris Voss says that negotiation is not an act of battle,” says Tyler. “You have to look at it as a process of discovery. To spend the majority of your negotiation time learning, exploring, finding out what’s going on. The information you get gives you power.”
To do this, according to Tyle
To do this, according to Tyler, CIOs must understand the value system of the individual or team they’re working with to identify their jobs, challenges and opportunities, as well as where the shared value between them lies. Listening is essential, too, but just as critical is being respectful (which is not the same as agreeing). Likeable and credible—being true to your word can make or break the relationship.
Reciprocity can also build bridges, with Tyler revealing not only that criminals are more likely to share information if they’ve been treated well, but research shows the most successful hostage negotiations have been those where the negotiator has built an emotional connection with the hostage taker.
This is called empathy mapping, another tactic used in product development. And Tyler said it can ultimately result in the two parties coming together on a shared vision, objective, and set of commitments. As well as shared risk for both parties.
But it’s not as straightforward as it sounds. As Tyler gave a personal example of when he got it wrong earlier in his career. Asked by a marketing director to roll-out a global CRM system in 90 days across 1,700 associates and 150 countries. He flatly refused and called his colleague crazy. “He didn’t appreciate my position because he was in a quarter and had to get this done,” Tyler said. “What I should have done is think empathy, start to learn, explore and understand his feelings and his vision.”
本文由数字化转型网翻译，作者Doug Drinkwater，翻译：数字化转型网郑亚茹，翻译审核：数字化转型网默然。
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