Chief digital officer job description pdf

Continue The Chief Digital Officer (CDO) or Chief Digital Information Officer (CDIO) is the person who helps a company, government or city drive growth by turning traditional similar enterprises into digital ones, leveraging the potential of today's online technologies and data (i.e. digital transformation), and sometimes oversees operations in fast-paced digital sectors such as mobile applications, social networks and related applications, virtual and virtual software. The organization's CDO responsibilities are diverse and continue to evolve as the future of the DT for the digital business. CDO is not only a digital expert, but also an experienced general manager. Because the role is often transformational, CDOs are usually responsible for introducing digital technology into business. As with most senior officials, responsibilities are set by the organization's board of directors or other powers, depending on the legal structure of the organization. CDO is responsible not only for the digital consumer experience at all points of business, but also for the entire process of digital transformation. According to Gartner's research, Gartner's research shows that 25% of businesses will be established and filled by a chief digital director by 2015. PwC's 2020 pwC research shows that 21% of large state-owned enterprises have created this role by 2020, with growth slowing. See. Also Digital Strategy Manager Links: Chief Digital Officer is the next hot executive title, says Gartner. Betanews.com 2012-10-22. Received 2012-10-22. What does CDO do anyway?. Mediabistro.com. received 2011-03-15. The director of the Chief Digital Officer. Buckingham. ASIN 1502811022.CS1 maint: ASIN uses ISBN (link) - Obwegeser, Nikolaus. How to choose the right digital leader for your company. MIT Sloan Office Review. Received 2020-09-18. Why ICOs can become a chief digital officer. blogs.wsj.com 2012-11-18. Received 2012-11-18. Digital: Transforms modern business and delivers a global 360 degree vision. Betanews.com. - Digital Transformation. Gartner: Do you have a chief digital officer? You're going to need it. Networkworld.com 2012-10-22. Received 2012-10-22. From dazzlingly gone - why the main digital officers are doomed to failure. World Economic Forum. Received 2020-05-30. Acker, Pierre Pelado and Olaf. Have we reached the peak of the chief digital officer? business strategy. Received 2020-05-30. Extracted from The Title of Chief Digital Officer (CDO), sometimes referred to as the Chief Digital Information Officer (CDIO), may seem self-described they control digital information, don't they? - but every day is a day is that the work, responsibilities and evolving roles of CDO are numerous and constantly evolving. Defining a chief digital officer years ago when digital was only getting off the ground, the role of Chief Digital Officer was similar to the position of Director of Marketing (CMO) - only digital. Purpose: Transforming traditional print marketing products into its digital counterparts, using state-of-the- art technology and online tools across all points of contact, including social media, mobile applications, web marketing and virtual products, among other related. Today, some say that the role of chief digital officer has evolved into non-existence, but in fact, the position has actually advanced into much more involved and far-reaching responsibilities, including marketing innovation, new technologies, digital operations, corporate strategy, and more. The responsibilities of A Chief Digital Officer's Chief Digital Officer include a list of responsibilities, including, sometimes, defining his or her own role. The hard truth is that the primary responsibility of CDO is sometimes to balance the expectations and desires of their CMO and Chief Information Officer (CIO). By making your job even tougher, companies often hire CDO before truly determining position parameters: part of your job, inevitably, will carve out your own path and define your own role. However, there are certain responsibilities shared among all (or at least most) CFOs, among them: Listen to The Community: It's 2018 and almost every audience now lives, plays and interacts online. The primary responsibility of CDO is to determine how the company achieves and interacts with that community and how they can engage in a two-way dialogue. Map of digital assets for strategies: After all, the only work of digital media and marketing is the company's further goals. To this end, CDO must match the company's digital assets with strategic objectives. Digital Process Innovation: Develop techniques to map old assets to new digital processes without breaking the delicate balance that already exists between departments. For example, consider the complex balance between analog medical files; how can this medical information be digitized while maintaining decades of printing archiving and maintaining patient confidentiality? Digital Brand Development: The digital wing of your company should, in every respect, further your brand voice, principles and personality. Reach influencers: Who is, and where do powerful people live? And how can you best achieve them? Empower Influencers: Provide tools to enable powerful people to manage your share your brand and influence your potential market. Digital Portfolio Development: While the CDO's job is not to deploy digital strategies, it's your responsibility to develop and then manage your new and/or evolving digital portfolio. Measuring digital efforts: ROI, efficiency, efficiency, You have to develop strategies and fact-based methods to monitor your digital efforts. Attract New Talent: Your next hires will find you online. As a CDO, your job is to develop a digital brand that will appeal to and attract the best and brightest talents in your field. This is just the tip of the iceberg of the CHIEF Digital Officer. Although digital, both in word and in concept, has been around for decades, the role of CDO is evolving as fast as the digital experience itself. So, above all, your job is to be flexible. Adapt. React to the world and the powerful people around you. Education, background information and mandatory experience always have exceptions to each rule, but in general, the Chief Digital Officer has an educational minimum of bachelor's degree and often a master's degree, usually in computer science, marketing, technology or related concentrations. Generally, you must have at least 5 years of work experience. In addition to formal education, CDO should be in possession of the following skills: Business Savvy: CDO has a special relationship to digital assets and strategy. You are in a unique position to identify new and better opportunities for future business goals. Data Accuracy and Privacy Protection: CDO, as a digital gatekeeper, is tasked with protecting user and company information. Thus, a solid background is required in data privacy and related areas. Perspectives: As a CDO, you are responsible for the broader digital picture: priorities and strategies for the digital future. A high level of understanding is needed, both with digital strategy and with comprehensive business models. Leadership: CDO is a leader for the entire digital culture of the company, from the executive level down across the front line. The expected salary of CDO Salary of the Chief Digital Officer ranges from about $100,000-$500,000. As of June 2018, PayScale.com, the average salary is $175,000 and the average salary is $227,500 for top digital employees. At the top of the range, CDO can earn $500,000 or more. In addition, the U.S. Bureau of Labor Statistics forecasts growth of an average of 12% from 2016 to 2026, faster than the average for all occupations. The role of chief digital officer is very complex, but for professionals who are well suited to work, the field is useful and can be very profitable. In order to continue to use our website, we ask you to confirm your identity as a person. Thank you so much for your cooperation. Innovative superiority to have or not to have? Do companies really need to appoint a CDO - chief digital officer - to manage digital innovation and transformation Business? Or it makes sense to integrate this responsibility into the roles of existing C-suite executives, i.e. Director of Information, Director of Marketing, Marketing, Officer, Director of Innovation, Director of Strategy, Data Director, Chief Operating Officer and Other Functional Executives? Also, wouldn't the challenge of developing new digital capabilities be better suited to another newly formed role in some companies - that of the Chief Marketing Officer - one that is clearly focused on using new digital technologies to improve customer-centric processes and activities? Opinions on this issue remain divergent. And obviously what works for one kind of company or industry may not be the best solution for another. Also, let's not forget that some organizations were born digital - a term Gartner uses to describe a generation of organizations founded after 1995 whose operating models and capabilities are based on the use of the Internet-era of information and digital technology as a primary competency - while most firms came of age in the industrial era when more traditional business models were dominant. It can be said that the new tech champions have digital prowess embedded in their DNA, while many older companies face the enormous challenge of rethinking and reconfiguring their old business models to adapt to today's completely different digital economy. The first, of course, does not need a specific role in an organization dedicated to the development of digital capabilities, because these technologies and capabilities are already fundamental to what they do. But for the latter group, it can be argued that such a dedicated leadership role is necessary for their successful digital transformation and, ultimately, their survival. This explains the exponential growth in the number of major digital employees assigned worldwide over the past decade. The digital wave here is estimated that back in 2008 there were probably no more than a dozen CDOs around the world. By 2010, that number had quadrupled, which still only took it to about 50 executives worldwide. Fast forward to 2015, and the number of KIOs has already been well over 2,000. And since 2015, the digital wave has continued its exponential growth. In 2017, a study conducted by Strategy (PWC) found that about 19% of the world's leading companies currently have CDO, 60% of which have been hired since 2015. Growth in Europe, the Middle East and Africa was higher than in the rest of the world. About 38% of leading companies operating in Europe, the Middle East and Africa (EMEA) have opened the position of Chief Digital Officer in their chart organization. Second on the list is North America, where approximately 23% of leading organizations have appointed CDO. When we go beyond the regions to focus on specific countries, France in Europe with about 62% of companies surveyed having a CDO position, followed by Germany at 39%, and the UK at 35%. In the Asia-Pacific region, this is Australia from front with about 40% of large businesses in the country having CDO, followed by India at 20%. Interestingly, but not surprisingly, it is the consumer industries, such as financial services, communications, media and entertainment, consumer goods and retail, that are leading in terms of the appointment of a chief digital officer. Among the companies included in the study, 35% of insurance companies, 28% of media/entertainment/communication companies, and 27% of both banking and consumer goods/retail companies appointed CDO in some capacity. This is followed by food and pharmaceutical companies, up 23% and 19% respectively, followed by the automotive industry by 15%. At the other end of the scale are classic industrial companies that serve the B2B markets - industries such as manufacturing, utilities, mining or oil and gas, where their numbers fall to 13%, 12%, 5% and 3% respectively. What is the Chief Digital Officer? In fact, it is a C-level executive power whose main role is to stimulate growth and strategic renewal by transforming the organization's traditional analogue enterprises into digital ones, with a particular focus on creating new values through the intellectual use of digital tools, platforms, technologies, services and processes. What is the difference between the Chief Digital Officer (CDO) and the more familiar role of Chief Information Officer (CIO)? Simply put, while the IT director has traditionally overseen the company's IT infrastructure to improve operational efficiency, CDO is more concerned with implementing digital initiatives that enable strategic innovation and business transformation. Let's compare the two roles in more detail: in a broad sense, a traditional CIO can be said to be a continuity manager while the CDO is a change manager. Companies know that they need to balance the continuity of their current business on the one hand with rapid technological change and deep strategic renewal, on the other, so two separate leadership roles now exist. Again, a large number of IT directors are trying to bridge the gap between them by blurring both roles and making the CDO obsolete. Time will tell if this is the best way to do things. DRIVESs certainly certainly need to move to a more modern role in the organization, for one reason, because the growth in the share of the company's technical costs, which is currently at a 10-year high in all industries, is now managed outside the traditional IT function. But in my experience, multiple executives are ambidextrous enough to excel at both ends of the business spectrum. Inevitably, CIO tends to turn out inside the company's existing business operations, while CDO eyeballs look outwards at issues such as customer loyalty, brand experience, future strategy, and the creation of new business models and revenue streams. It's This. it is difficult to manage these two opposing points of view at the same time, and it also requires different mentalities, skills and experience. This helps explain why, according to a recent survey of nearly 4,000 IT leaders in 84 countries (conducted by Harvey Nash and KPMG), many IT executives recognize that they are trying to implement an effective digital strategy in their organizations. In contrast, half of organizations with dedicated CDO and more than 40% of organizations with current CDO reported having a clear corporate digital strategy, compared to only 21% without CDO. More importantly, these companies are more likely to be reorganizing their company's business processes to take advantage of digital technologies than those with 9Ds alone. In companies that have chosen two different 9-year-old roles and CDO, both managers can work together to drive digital progress inside, outside and across the organization. Based on the above review, ComputerWeekly.com concludes that the most successful companies hire both IT and chief digital employees (CDOs) who work in tandem to take advantage of innovative technologies. Who should report to the CDO? The answer may seem obvious when you consider how important digital technology is to this position. Indeed, in many companies that have introduced this role over the past few years, CDO reports to the 9th Or CTO. But some have found that this structure does not work well in practice. After struggling through a couple of years of tension caused by the addition of CDO to their organization charts, one global engineering company decided to flip the reporting lines. Where CDO was originally reported by the CIO, today it is the opposite. The CIO is reporting to the Digital Director, who, in his case, is directly tipped directly to the CEO. In fact, the company has since gone on to appoint digital officials in all of its business divisions, too, who jointly report to business managers and CDO, and who help implement digital innovation and transformation as a deep, city-wide opportunity across the organization. In more companies, and especially in industries facing customers, CDO has started out as an extension of the traditional marketing function, responding to CMO, and is primarily responsible for new digital events such as social media, mobile applications, and the digital customer experience. Statistically, in fact, about two-thirds of today's CDOs are still in the company's marketing function, while only about one-third of the REPORT is an 9-year-old 9th or CTO. In my opinion, both of these constellations are suboptimal, and I would normally give CDO the highest rank on the organization chart, at least at the same level as someone, or CMO, and where appropriate, perhaps even one level above. For years, there was a misconception in business. Digital is just an addition to what the company has always done - something that, in fact, can be bolted to the organization (i.e. by adding a digital marketing feature, or a new role in IT) rather than being baked into every aspect of the enterprise. Today, however, there is an understanding that digital innovation and transformation must be at the heart of corporate strategy and operations, perhaps even driving a radical rethink of the business model itself. As McKinsey likes to say, Digital technology is not just a thing, it's a new way of doing business. Thus, in many organizations, the role of the CDA is now evolving and expanding, fortunately taking on broader and much more strategic aspects. As a reflection of this, more than 100 CDOs have been promoted to the president of the company or CEO over the past few years. These include Ganesh Bell, President of Acquisitions, former CDO at GE; Adam Brotman, President of J.Crew, former CDO at Starbucks Coffee Co.; Wolfgang Blau, President of Conde Nast International, former CDO at the same company; and Jason Goldberger, CEO and President of Blue Nile, former CDO at Target. I also watched with great curiosity how, in March 2016, Ford created a special digital subsidiary based in Palo Alto, called Ford Smart Mobility, and appointed Jim Hackett, a man I have known personally since his many years as CEO of Steelcase, as chairman of the new division. His mandate was to help Ford drive digital innovation and transformation as a 21st-century mobility tool, in part in response to threats from tech giants such as Uber Technologies Inc., Alphabet Inc. and others as they continued to invade the automotive business. Just over a year later, Hackett was promoted to president and CEO of Ford Motor Company himself. Companies like these, which achieve a high level of digital awareness and maturity, understand the critical importance of the role of CDO. But in organizations that still play digital catch-up, CDO can sometimes end up stranding between the 9-CEO and CMO, which themselves can play a tug-of-war based on their own, perhaps conflicting visions, strategies and priorities - even while their functions and roles need to intersect. This can make the CDO's work a political nightmare with little hope of success. The responsibilities of chief digital officer Now that we know what a chief digital officer can bring to the picture, let's look at specific responsibilities that should be part of the CDO role description. As the position itself is still relatively new and is evolving rapidly, many organizations will need to move beyond a vague, fuzzy or outdated description Duties. Here are just a few of the key responsibilities that many companies are currently considering for this role: Installing and implementing a digital strategy: Developing a well-defined and The company's digital strategy for the future and ensuring that all relevant digital initiatives are fully integrated into the strategic planning process for commitment to leadership, resource allocation and function as a cross-functional change agent: CDO must be the company's central leader and integrator in the digital transformation process, acting as a mediator between all other leaders and functions in the deployment of digital initiatives and capabilities, full integration of business and technology, full integration of business and technology and closing digital performance gaps in various functions and between different functions and business units of Driving Digital Innovation: working with teams across the business to create innovative digital solutions for products, services, processes, customer experiences, marketing channels, and business models. CDO must own and centrally control a portfolio of digital innovation projects, while deploying individual projects can be rested with other managers and teams, measuring the roodiability of investment in digital projects: Digital innovation and transformation initiatives must create value, for example, by improving customer engagement and loyalty, attracting new revenue, or achieving new efficiency. Because these results are measurable, CDO must monitor and report on the results of the payback of digital projects and investments - associated with corporate KPIs - to demonstrate the positive impact of these initiatives Expanding the ecosystem of digital innovation: creating, managing and continuing the growth of the internal and external ecosystem of digital innovation, using competencies throughout the organization (external partner network) to apply digital technologies to businesses developing digital talent : The demand for digital innovation and transformation is now outpacing the supply of skilled professionals in the market and within organizations. Therefore, CDO must work closely with HR to attract and retain the best talent, and to create digital opportunities across the company Need digital leadership first, the work of CDO is to be a digital leader who is capable of successfully driving efforts across the enterprise on a multi-year path to digital excellence. This can be expected of anyone, but it also represents perhaps the most exciting and important corporate role today, as companies face new strategic challenges and business imperatives of the digital economy. Without creating this important leadership role, appointing someone qualified to fill it, and supporting a chosen executive from the very top of the organization, as more companies can hope to make a transformational path to digital future? If you yourself are in the position of digital leadership, why not join me in China on our next exclusive 3-day TLN TLN in collaboration with Alibaba Group, called Leading Digital Transformation. You'll get an idea of how Alibaba is pushing the boundaries of digital across the ecosystem, and you'll learn how to apply these lessons in practical ways within your own organization to drive digital innovation and transformation. Don't miss this unique opportunity for networking with other executives like you who are pushing the digital agenda forward inside some of the world's leading companies. Together you will discover the secrets of success that will help you hone your digital leader skills and gain better traction in your efforts to make a digital transformation happen throughout your company. Company. chief digital officer job description pdf. chief digital officer job description gartner. chief digital officer job description nz. chief digital marketing officer job description. chief digital transformation officer job description. chief digital officer bank job description. chief digital information officer job description. chief digital and innovation officer job description

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