C-Change: The Impact of Consumerization of IT -- Action ItemsThe title C-Change provides a four-part organizational construct. Part One examines the sea change in information management perceptions and expectations1 . Part Two details the need for executives to “see change” (i.e., understand that the situation requires recognizing that a sea change has occurred). Part Three exposes the hard reality surrounding the C-Suite having to re-think, re-imagine, modify and augment their roles to deal with the changed circumstances. Specifically the changed environment mandates the top-of-the-house creatively answering three deceptively simple questions: * Who owns the customer? * Who owns the customer’s experience? * Who owns the customer’s data?Part Four presents Action Items for moving forward to make these changes relevant for business. In preparing this document the AIIM Executive Leadership Council undertook a set of discussions & examinations regarding the changing state of the information management ecosystem with the longer-term objective of fine-tuning a language and set of frameworks that will allow the various “tribes” of information management to co-habit and cocreate value. This document is the result of a six month collaboration among some of the smartest and most visionary thinkers on this planet. It calls attention to the fact that how we manage information today is, too often, a limit to growth.IT Leadership AcademyITLAIn cooperation with corporate partners, Florida State College is pleased to host the IT Leadership Academy.

Leadership is something that can be observed, described and explained. Despite this, the social sciences as they pertain to business leadership are just now beginning to have an impact on the practice of leadership. In the IT world, we know far too little about leadership. The military has its service academies. Top-of-the-tank tycoon-wannabes have Tier One Business Schools. Where do want-to-be-great-leader technologists go? The IT Leadership Academy, offered in cooperation with selected corporate partners is designed as a special shared space and resource center for a curated and select group of ‘those who would be great leaders’ in the IT workspace.Thornton MayAuthor -- Futurist and Executive Director, IT Leadership AcademyFlorida State CollegeAIIM Executive Leadership CouncilThe Executive Leadership Council at AIIM has published C-Change: The Impact of Consumerization of IT as a wake-up call to global executives. We believe that information is modern day gold. The organizations that maximize the ability of their employees to use and act on information will win. Adapting the cultural shift that is consumerization to business ends will be a crucial step for the coming decades’ victorious organizations.Global ExecutivesAIIMAIIM, the Global Community of Information Professionals, is pleased to provide this analysis of what is happening and what we should do about it.C-Suite ExecutivesSneaking around the edges of the “Consumerization of IT” issue is the existential question: What is the role of the CIO these days? What is the role of enterprise IT with Apple Stores on every corner, Geek Squads at every intersection, Genius Bars in every lobby and cloud apps downloadable at the touch of a button? This is not a strange question. Every C-Suite role and EVERY executive—given the massive amount of change we are experiencing—needs to reflect on the role they play.14 The C-Suite as it is composed today is not (in many organizations) adequately addressing these questions. This has given rise to the creation of new C-level positions -- the Chief Digital Officer, the Chief Customer Officer and the Chief Analytics Officer (Head Data Scientist) position. This is, literally, a C-Change.CIOsChief Digital OfficersChief Customer OfficersChief Analytics Officer(Head Data Scientist)A mental model of “Leverage & Enable” for Enterprise ITTo set forth action items to change the mental model for Enterprise ITDecision FrameworkCreate a Decision Framework for Thinking Through Consumerization1EmloyeesInformation ConsumersWill you allow Bring Your Own Device? Will IT assist in provisioning those devices or will employees self-provision? Who will support the devices? How do you change your culture? How will you address governance? Will employees be able to use their personal cloud services for work? Do you allow a wide-open land grab of applications by your business users? Departments? Divisions? How will you ensure that your organizations becomes more, not less, efficient as groups and individuals strive to maximize personal efficiency? How will you use apps in the organization rather than monolithic software implementations? Should you try a council approach? Information Users & UsageUnderstand Evolving Information Users and Usage2Information UsersA new generation is entering the U.S. workforce: millennials (defined as the 80 million young adults born between 1976 and 2001). By 2014, 36% of the U.S. workforce will be comprised of millennials; by 2020, millennials will comprise 46% of all U.S. workers. These workers are bringing different expectations about work/life balance into the workplace. Companies need to take advantage of the facile use of technology these workers bring to the office by focusing on how people are getting work done, not just what devices they are using. Companies need to think hard about how to use technology to enable organization around work; rather than organizing work around technology. Keep in mind that the millennial expectation is also a mindset around the use of technology and information; not merely defined or confined by and to this age group.Information User NeedsAcknowledge Information User Needs3Information Users“If this is what we are getting then all of this hard work has been worth it – you listened,” said a user from one US state’s university system on the first day of roll-out of a new reporting system for decision support. The words highlighted in bold are key here: you listened. Listen to your users; give them what they want. They want better and faster access to the information that they need. IT needs to deliver tools in a way that matches both the technology and cultural expectations created by the consumerization trend. There’s also an “i” effect that is real. The user experience (UX) is critical. Not easy to use = fail. As the “great man” tendencies recede, embrace that employees aren’t widgets. Unleash them by allowing them to be present in the organization wherever they are; through smarter provisioning and easier access to their information and applications.Future Information UseAnticipate Future Information Use4Organizations need to spend more time thinking about the future. Time needs to be allocated for anticipating what the future of work will look like.MissionContextualize User Technology Demand with Enterprise Mission5As bromides go; this one is as basic as it gets, yet bears repeating because it is too often taken for granted. Technology is the enabler of business goals. Technology is not a business goal in itself. Identify your business goals and strategies and match the technology (whatever it is) to achieve those goals. Best-in-class technology is great. Technology that fits your organization is even better.IT Technical SupportVisibly Change How IT Provides Technical Support 6(e.g., move from a Help Desk to a Genius Bar) Organizations are experimenting with mechanisms for enabling better self-help resources -- videos, screen captures, etc. for the self-motivated learners.IT Decision MakingDe-mystify IT Decision Making7IT Decision-MakersIT UsersMake sure that each IT decision is accompanied by an authoritative, concise explanation of how the decision was made. Include end user testimonials when possible.FrictionEliminate Friction8Wherever and whenever possible eliminate friction from connecting with others and sharing ideas. Create an enterprise scavenger hunt to identify and eliminate computerbased interfaces that force users to sit at a desk to input information, firewalls that limit or block data flows across supply chains, or poor integration with other systems and tools, requiring repeated data re-entry. Experiment with an enterprise APP Store enabling employees to “find” business applications at a well-known and trusted place.Technology SupplyShape the Technology You Use9Enterprise IT and the CIO can shape technology supply. Work with your suppliers to ensure products meet your information user needs. IT Goals & StrategiesRe-imagine IT Goals and Strategies10The Executive Leadership Council members also discussed a generic “IT Goals and Strategies” Statement to help CIOs shift their mindset from a focus primarily on “produce results” and “administer systems” to also include focusing on “integration” and “entrepreneur.” We need, as a group, to create a new gospel; a new direction and purpose for IT. We suggest as a starting point the following IT goals and strategies.ProductivityIncrease productivity by analyzing adoption, benefits and barriers10.1Cost ReductionReduce costs by right-sizing the hardware, software and services we deliver10.2SatisfactionImprove satisfaction by understanding what people really use and need10.3Market SegmentationSwitch from device focus to consumer (worker) focus using market segmentation10.3.1Worker ProfilesDevelop segmentation of marketplace with worker profiles 10.3.1.1WorkersTargeting & MarketingTarget and market offerings to consumer segments using a retail business mentality10.3.1.2IT ConsumersProblems & OpportunitiesIdentify problems and opportunities by tracking workforce behaviors10.42013-08-22http://pages2.aiim.org/rs/aiim/images/C-Change.The.Impact.of.Consumerization.of.IT.pdf?mkt_tok=3RkMMJWWfF9wsRouvKrBZKXonjHpfsX56uguUKG0lMI%2F0ER3fOvrPUfGjI4GRcVnI%2BSLDwEYGJlv6SgFS7XNMaNszrgMUhQ%3DOwenAmburOwen.Ambur@verizon.net