How Virtual Reality Can Drive Efficiency In The Oil & Gas Industry

Ansari Nubeel

The lower cost of technology in recent times has led to greater use of virtual reality (VR). Historically, VR has been used in video games and the entertainment industry, but as the technology advances and VR headsets become more affordable, it is becoming increasingly common in other industries as well. For industries like oil and gas, where plants are complex, remote, and potentially unsafe, this immersive technology can improve efficiency, safety, and productivity. Use of a VR headset can help operators and maintenance technicians interact in innovative new ways.

There are many ways to leverage VR, depending upon the extent of virtual interaction required. Here are some examples:

1. Training new employees and contract workers to improve compliance with safety standards

Contingent workers comprise much of the workforce in the oil and gas industry, and these workers must be properly trained and certified before they enter plants or perform maintenance and repair tasks. Traditionally, this is done through classroom training or video tools. Using software to create virtual models of plants, refinery units, and work areas would be a simple and effective way for newly hired employees and contingent workers to assess safety requirements and get a “first-hand view.” The 3D model and virtual view of a facility will improve general understanding, making it easier for workers to practice safety requirements in plants and work areas and better able to respond to potentially unsafe situations.

2. Training maintenance technicians to improve first-time fix rates

Oil and gas installations, especially in upstream segments, are usually found in remote or offshore locations, and many of these facilities are difficult and expensive to access. To help address the cost and ensure that maintenance is done in a timely manner, technicians can use VR technology to familiarize themselves with facilities prior to physically going there. Improving first-time fix rates and reducing maintenance times can easily offset the cost of creating virtual 3D models that clearly highlight the complex assemblies and sections within facilities.

3. Providing first-level diagnostics to improve maintenance efficiency

In the event of an equipment failure, technicians must perform the first level of assessment to identify all necessary parts and tools. This first-level diagnostic can take time, as technicians must obtain a requisite safety clearance and permit prior to visiting the site. Using of a VR headset that integrates a virtual view of the facility with real-time data from operational systems, technicians can assess the extent of the problem before they physically visit the site. This can significantly reduce the time required to complete the maintenance, and more importantly, ensure that technicians are better prepared before performing the work. By integrating data from operational systems, VR can be augmented with real-time historical data of key parameters, which can help technicians make better decisions.

These are just three examples of how VR can impact the oil and gas industry. As the technology matures and usage evolves, VR can play a critical role in many other areas as well.

The key to driving adoption and maximizing the benefits of VR is to move beyond the “virtual view” to a “data-led virtual view.” This enriched virtual view should provide access to both historical information, which can be accessed from enterprise systems, and real-time IoT-based systems, which provides historical inputs (date of installation, part details, etc.) and a real-time view of key parameters (temperature, vibration, etc.) associated with the equipment.

Many oil and gas organizations have already started to experiment with VR. California-based PG&E, for example, has already invested in the technology to help improve its operations. PG&E operates more than 150,000 miles of transmission and distribution lines running across remote and inaccessible areas, and virtual reality holds great promise to help improve maintenance efficiency of these assets.

It’s only a matter of time before VR plays a central role in increasing efficiency, improving safety compliance, and lowering maintenance costs for the oil and gas industry.

For more on emerging technology in the oil and gas industry, see The Promise Of Drones And Machine Learning For The Oil And Gas Industry.


Ansari Nubeel

About Ansari Nubeel

Nubeel Ansari is the Digital Leader for Oil & Gas and Utilities industries at SAP India. He is responsible for driving SAP India's Go to Market for these industries, and engage with key customers in these industries through value management, customer co-innovation, digital transformation, and business process performance improvement programs by developing road maps, reimagining business models, and helping them reduce costs with digital technologies.

Three Ways Digital Transformation Is Disrupting The Metals Industry

Jennifer Scholze

The metals industry is at a crossroads. It faces decreasing global demand, trade flow disruptions, widening workforce skill gaps, and declining resource quality. These challenges have hurt profits and reduced capital investments. The metals industry is ripe for change – and digital transformation is leading the way.

Stefan Koch, global lead for metals in the mill products industry business unit at SAP, recently spoke about the future of the metals industry on the S.M.A.C. Talk Technology Podcast. Koch addressed the three major ways digitization will change the industry. Machine learning will simplify production processes and streamline operations. Virtual reality (VR) will enable virtual plant operations, creating new business models. Blockchain will enable verified material tracking for purchases like green (recycled) steel. Together, these technologies can disrupt everything from extraction to production to sales.

1. Machine learning simplifies production processes, predicts quality outcomes

“Smart machines” are not a new addition to the metals industry. The industry already relies on sensor data to monitor machine performance and maximize uptime. For most companies, however, that’s the current extent of this data utility.

“It’s still very often that you see this island of information,” says Stefan Koch on the S.M.A.C. Talk Technology Podcast. “Somebody thinks of production. Another one thinks of, “Oh yeah, that’s my customers, that’s my sales.” In the future, everything will need to go together and work together in an integrated way.”

Machine learning will allow companies to do more with their data, optimizing everything from materials sourcing to process adjustments. For example, a company could link systems across multiple operations and operators. This company could then use machine learning to either eliminate or automate redundant processes like invoicing.

Koch predicts that machine learning will also enable more advanced metal production capabilities that are cost-effective and high-value for the end customer. Presently, identical production processes may still yield slightly different finished products. These differences are due to naturally occurring material variances. Machine learning will allow companies to “look into the future” and predict quality outcomes down to the slightest variation. Producers could then pre-assign products to specific customers, delivering greater value and increasing customer satisfaction.

2. Virtual reality enables remote plant operations and value chain control

Will metal companies of the future still own physical deposits? Perhaps not, says Koch. On the S.M.A.C. Talk Technology Podcast, Koch notes that some metal companies are already moving away from asset ownership. These companies are “contracting production, resources, logistics, and materials” in a bid to control the value chain.

Consider, for example, a company that shares tasks with suppliers in other countries. This company could use virtual reality contacts to enable repair and control. The company could also use virtual reality to exchange or integrate data, boosting collaboration across the value chain.

Koch predicts that virtual reality will play an important role in streamlining remote plant operation. “These are concepts we see already picking up.”

3. Blockchain guarantees supply chain validity and authenticity

A blockchain is a tamper-proof distributed ledger that maintains a historical record of all data. Since this record is independent of a central authority, it is inherently resilient. Algorithms enable continuous verification and validity calibration. Data can be signed, timestamped, and immutably recorded in the blockchain. Blockchain can then provide essential transaction validation and purity verification, guaranteeing authenticity.

Koch predicts the metal industry will use blockchain to “provide faster and more rapid ways to authenticate materials.” In the recycling industry, for example, not all parties involved communicate with one another every day. The lack of a closed loop supply chain creates authentication challenges. In fact, Koch characterizes the current metal recycling supply chain as “a pretty random list of partners who interact on a long timeframe.” Blockchain solves this challenge by providing an immutable authenticity guarantee at each step.

Why the future of metals depends on digital transformation

Digitization is more than using predictive maintenance to maximize machine uptime. It’s about disrupting outdated processes and creating new business models.

The World Economic Forum predicts that, by 2025, digital transformation will create more than $425 billion of value for the mining and metals industry. Companies that embrace digital transformation will be best positioned to capitalize on this value creation.

To learn more about how digital transformation is disrupting the metals industry, listen to the S.M.A.C. Talk Technology Podcast with Stefan Koch. Learn how to bring new technologies and services together to power digital transformation by downloading The IoT Imperative for Energy and Natural Resource Companies.


Jennifer Scholze

About Jennifer Scholze

Jennifer Scholze is the Global Lead for Industry Marketing for the Mill Products and Mining Industries at SAP. She has over 20 years of technology marketing, communications and venture capital experience and lives in the Boston area with her husband and two children.

Can CIOs or CTOs Accept the New Role of Innovation or Transformation Agent?

Mukesh Gupta

CIO and CTO discuss new roleRecently, Dan Burrus wrote a couple of blog post for Harvard Business Review, where he expects that CIOs and CTOs to embrace new roles within their organizations. He expects and the CIOs should embrace the role of chief innovation officer and CTOs to embrace the role of chief transformation officer.

I do agree that this is an unprecedented opportunity, the current times requires organization to find ways to foster innovation, I don’t agree that every organization needs to start on a transformation journey. There are industries that are currently at the cusp of major transformations (Print media, automotive, retail). Organizations in these industries will need to re-invent themselves so that they continue to stay relevant in the new age. However, I don’t believe that this transformation will be led by the CTO. Nor do I believe that CIOs will lead the innovation efforts of the organization.

Though we would expect the CIOs and the CTOs to understand, advocate and embrace the technological revolution  is happening (ever increasing bandwidth, connectedness, processing power and storage; 3D printing; the maker movement; and Big Data and its impact (SoLoMo), mostly it is not the case.

My experience with the  CIOs and CT’s is very different and while they understand all of these changes happening all around them, most of them have not been able to connect them all back to their businesses. Most of these executives have risen to their roles from within their departments. This also means that their knowledge about their entire business is not as much as you would need in order to be able to take up such a role.

This has also been the reason that there are not many CIOs or CTOs that have gone on to become CEOs or enter the board rooms.

Also, in my opinion, Innovation is not something that you can drive from one office and succeed. Innovation needs to be everybody’s business. You need to create a culture where you expect people to keep exploring new things, challenging the assumptions behind standard operating procedures, etc. This can’t be one man’s responsibility. The moment you appoint a Chief Innovation Officer, that becomes his baby, which then kills the spirit of innovation.

Similarly, business transformation responsibility lies with the CEO. He is supposed to understand the business in its entirety. The moment this becomes someone else’s responsibility, the result of the transformation effort will be a disaster waiting to happen. This is also the reason so many of the transformation efforts fail.

The role of the CIO or the CTO should be to constantly keep exploring what is happening outside of the organization. Identify potential technological breakthroughs, newer business models that new technology can enable,  that can have an impact on their business (both good or bad)  and bring it back to the organization.

Another role that a CIO or the CTO can play is one of glue. They are probably the only team in an organization that touches & connects every department within the organization. What happens if they go one step further and become the people who break silos within the organization. This does require them to develop new skills like networking, understanding of the different facets of the business,  different perspectives of the people within each department and thereby the ability to find the common ground. All this can help them be the glue that keeps everyone connected and the hammer that breaks the silos whenever they creep up.

I don’t see them leading Innovation or transformation efforts anytime soon. However, they can be the spark that ignite the people to take one the journey.

Do you think that CIOs and CTOs will take up the chief innovation officer and chief transformation officer roles anytime soon? Why? Do share your thoughts by commenting below.


Swati Sinha

About Swati Sinha

Swati is part of the Analytic Applications for Line of Business team at SAP. She is passionate about marketing and is a technologist with a masters in business administration and masters in computer applications. Her experience spans development and product management with various technology companies.

Can CIOs or CTOs Accept the New Role of Innovation or Transformation Agent?

Mukesh Gupta

CIO and CTO discuss new roleRecently, Dan Burrus wrote a couple of blog post for Harvard Business Review, where he expects that CIOs and CTOs to embrace new roles within their organizations. He expects and the CIOs should embrace the role of chief innovation officer and CTOs to embrace the role of chief transformation officer.

I do agree that this is an unprecedented opportunity, the current times requires organization to find ways to foster innovation, I don’t agree that every organization needs to start on a transformation journey. There are industries that are currently at the cusp of major transformations (Print media, automotive, retail). Organizations in these industries will need to re-invent themselves so that they continue to stay relevant in the new age. However, I don’t believe that this transformation will be led by the CTO. Nor do I believe that CIOs will lead the innovation efforts of the organization.

Though we would expect the CIOs and the CTOs to understand, advocate and embrace the technological revolution  is happening (ever increasing bandwidth, connectedness, processing power and storage; 3D printing; the maker movement; and Big Data and its impact (SoLoMo), mostly it is not the case.

My experience with the  CIOs and CT’s is very different and while they understand all of these changes happening all around them, most of them have not been able to connect them all back to their businesses. Most of these executives have risen to their roles from within their departments. This also means that their knowledge about their entire business is not as much as you would need in order to be able to take up such a role.

This has also been the reason that there are not many CIOs or CTOs that have gone on to become CEOs or enter the board rooms.

Also, in my opinion, Innovation is not something that you can drive from one office and succeed. Innovation needs to be everybody’s business. You need to create a culture where you expect people to keep exploring new things, challenging the assumptions behind standard operating procedures, etc. This can’t be one man’s responsibility. The moment you appoint a Chief Innovation Officer, that becomes his baby, which then kills the spirit of innovation.

Similarly, business transformation responsibility lies with the CEO. He is supposed to understand the business in its entirety. The moment this becomes someone else’s responsibility, the result of the transformation effort will be a disaster waiting to happen. This is also the reason so many of the transformation efforts fail.

The role of the CIO or the CTO should be to constantly keep exploring what is happening outside of the organization. Identify potential technological breakthroughs, newer business models that new technology can enable,  that can have an impact on their business (both good or bad)  and bring it back to the organization.

Another role that a CIO or the CTO can play is one of glue. They are probably the only team in an organization that touches & connects every department within the organization. What happens if they go one step further and become the people who break silos within the organization. This does require them to develop new skills like networking, understanding of the different facets of the business,  different perspectives of the people within each department and thereby the ability to find the common ground. All this can help them be the glue that keeps everyone connected and the hammer that breaks the silos whenever they creep up.

I don’t see them leading Innovation or transformation efforts anytime soon. However, they can be the spark that ignite the people to take one the journey.

Do you think that CIOs and CTOs will take up the chief innovation officer and chief transformation officer roles anytime soon? Why? Do share your thoughts by commenting below.


Derek Klobucher

About Derek Klobucher

Derek Klobucher is a digital storyteller, writer and video journalist for SAP.

Can CIOs or CTOs Accept the New Role of Innovation or Transformation Agent?

Mukesh Gupta

CIO and CTO discuss new roleRecently, Dan Burrus wrote a couple of blog post for Harvard Business Review, where he expects that CIOs and CTOs to embrace new roles within their organizations. He expects and the CIOs should embrace the role of chief innovation officer and CTOs to embrace the role of chief transformation officer.

I do agree that this is an unprecedented opportunity, the current times requires organization to find ways to foster innovation, I don’t agree that every organization needs to start on a transformation journey. There are industries that are currently at the cusp of major transformations (Print media, automotive, retail). Organizations in these industries will need to re-invent themselves so that they continue to stay relevant in the new age. However, I don’t believe that this transformation will be led by the CTO. Nor do I believe that CIOs will lead the innovation efforts of the organization.

Though we would expect the CIOs and the CTOs to understand, advocate and embrace the technological revolution  is happening (ever increasing bandwidth, connectedness, processing power and storage; 3D printing; the maker movement; and Big Data and its impact (SoLoMo), mostly it is not the case.

My experience with the  CIOs and CT’s is very different and while they understand all of these changes happening all around them, most of them have not been able to connect them all back to their businesses. Most of these executives have risen to their roles from within their departments. This also means that their knowledge about their entire business is not as much as you would need in order to be able to take up such a role.

This has also been the reason that there are not many CIOs or CTOs that have gone on to become CEOs or enter the board rooms.

Also, in my opinion, Innovation is not something that you can drive from one office and succeed. Innovation needs to be everybody’s business. You need to create a culture where you expect people to keep exploring new things, challenging the assumptions behind standard operating procedures, etc. This can’t be one man’s responsibility. The moment you appoint a Chief Innovation Officer, that becomes his baby, which then kills the spirit of innovation.

Similarly, business transformation responsibility lies with the CEO. He is supposed to understand the business in its entirety. The moment this becomes someone else’s responsibility, the result of the transformation effort will be a disaster waiting to happen. This is also the reason so many of the transformation efforts fail.

The role of the CIO or the CTO should be to constantly keep exploring what is happening outside of the organization. Identify potential technological breakthroughs, newer business models that new technology can enable,  that can have an impact on their business (both good or bad)  and bring it back to the organization.

Another role that a CIO or the CTO can play is one of glue. They are probably the only team in an organization that touches & connects every department within the organization. What happens if they go one step further and become the people who break silos within the organization. This does require them to develop new skills like networking, understanding of the different facets of the business,  different perspectives of the people within each department and thereby the ability to find the common ground. All this can help them be the glue that keeps everyone connected and the hammer that breaks the silos whenever they creep up.

I don’t see them leading Innovation or transformation efforts anytime soon. However, they can be the spark that ignite the people to take one the journey.

Do you think that CIOs and CTOs will take up the chief innovation officer and chief transformation officer roles anytime soon? Why? Do share your thoughts by commenting below.


Susan Galer

About Susan Galer

Susan Galer is the Communications Director, SAP News Services.

Can CIOs or CTOs Accept the New Role of Innovation or Transformation Agent?

Mukesh Gupta

CIO and CTO discuss new roleRecently, Dan Burrus wrote a couple of blog post for Harvard Business Review, where he expects that CIOs and CTOs to embrace new roles within their organizations. He expects and the CIOs should embrace the role of chief innovation officer and CTOs to embrace the role of chief transformation officer.

I do agree that this is an unprecedented opportunity, the current times requires organization to find ways to foster innovation, I don’t agree that every organization needs to start on a transformation journey. There are industries that are currently at the cusp of major transformations (Print media, automotive, retail). Organizations in these industries will need to re-invent themselves so that they continue to stay relevant in the new age. However, I don’t believe that this transformation will be led by the CTO. Nor do I believe that CIOs will lead the innovation efforts of the organization.

Though we would expect the CIOs and the CTOs to understand, advocate and embrace the technological revolution  is happening (ever increasing bandwidth, connectedness, processing power and storage; 3D printing; the maker movement; and Big Data and its impact (SoLoMo), mostly it is not the case.

My experience with the  CIOs and CT’s is very different and while they understand all of these changes happening all around them, most of them have not been able to connect them all back to their businesses. Most of these executives have risen to their roles from within their departments. This also means that their knowledge about their entire business is not as much as you would need in order to be able to take up such a role.

This has also been the reason that there are not many CIOs or CTOs that have gone on to become CEOs or enter the board rooms.

Also, in my opinion, Innovation is not something that you can drive from one office and succeed. Innovation needs to be everybody’s business. You need to create a culture where you expect people to keep exploring new things, challenging the assumptions behind standard operating procedures, etc. This can’t be one man’s responsibility. The moment you appoint a Chief Innovation Officer, that becomes his baby, which then kills the spirit of innovation.

Similarly, business transformation responsibility lies with the CEO. He is supposed to understand the business in its entirety. The moment this becomes someone else’s responsibility, the result of the transformation effort will be a disaster waiting to happen. This is also the reason so many of the transformation efforts fail.

The role of the CIO or the CTO should be to constantly keep exploring what is happening outside of the organization. Identify potential technological breakthroughs, newer business models that new technology can enable,  that can have an impact on their business (both good or bad)  and bring it back to the organization.

Another role that a CIO or the CTO can play is one of glue. They are probably the only team in an organization that touches & connects every department within the organization. What happens if they go one step further and become the people who break silos within the organization. This does require them to develop new skills like networking, understanding of the different facets of the business,  different perspectives of the people within each department and thereby the ability to find the common ground. All this can help them be the glue that keeps everyone connected and the hammer that breaks the silos whenever they creep up.

I don’t see them leading Innovation or transformation efforts anytime soon. However, they can be the spark that ignite the people to take one the journey.

Do you think that CIOs and CTOs will take up the chief innovation officer and chief transformation officer roles anytime soon? Why? Do share your thoughts by commenting below.


Saj Hoffman-Hussain

About Saj Hoffman-Hussain

Saj is a former BBC News journalist who decided to hop over the pond to the USA in 2014 and since then has worked as a freelance media professional for CBS/NPR and local TV affiliates before transitioning to marketing content development. He has specialist expertise in digital technologies, politics, and commerce. His philosophy is to never underestimate the power of a well-brewed cup of tea, and don’t be afraid to take calculated risks after said cup of tea. Also, be nice to people who bring you tea.

Can CIOs or CTOs Accept the New Role of Innovation or Transformation Agent?

Mukesh Gupta

CIO and CTO discuss new roleRecently, Dan Burrus wrote a couple of blog post for Harvard Business Review, where he expects that CIOs and CTOs to embrace new roles within their organizations. He expects and the CIOs should embrace the role of chief innovation officer and CTOs to embrace the role of chief transformation officer.

I do agree that this is an unprecedented opportunity, the current times requires organization to find ways to foster innovation, I don’t agree that every organization needs to start on a transformation journey. There are industries that are currently at the cusp of major transformations (Print media, automotive, retail). Organizations in these industries will need to re-invent themselves so that they continue to stay relevant in the new age. However, I don’t believe that this transformation will be led by the CTO. Nor do I believe that CIOs will lead the innovation efforts of the organization.

Though we would expect the CIOs and the CTOs to understand, advocate and embrace the technological revolution  is happening (ever increasing bandwidth, connectedness, processing power and storage; 3D printing; the maker movement; and Big Data and its impact (SoLoMo), mostly it is not the case.

My experience with the  CIOs and CT’s is very different and while they understand all of these changes happening all around them, most of them have not been able to connect them all back to their businesses. Most of these executives have risen to their roles from within their departments. This also means that their knowledge about their entire business is not as much as you would need in order to be able to take up such a role.

This has also been the reason that there are not many CIOs or CTOs that have gone on to become CEOs or enter the board rooms.

Also, in my opinion, Innovation is not something that you can drive from one office and succeed. Innovation needs to be everybody’s business. You need to create a culture where you expect people to keep exploring new things, challenging the assumptions behind standard operating procedures, etc. This can’t be one man’s responsibility. The moment you appoint a Chief Innovation Officer, that becomes his baby, which then kills the spirit of innovation.

Similarly, business transformation responsibility lies with the CEO. He is supposed to understand the business in its entirety. The moment this becomes someone else’s responsibility, the result of the transformation effort will be a disaster waiting to happen. This is also the reason so many of the transformation efforts fail.

The role of the CIO or the CTO should be to constantly keep exploring what is happening outside of the organization. Identify potential technological breakthroughs, newer business models that new technology can enable,  that can have an impact on their business (both good or bad)  and bring it back to the organization.

Another role that a CIO or the CTO can play is one of glue. They are probably the only team in an organization that touches & connects every department within the organization. What happens if they go one step further and become the people who break silos within the organization. This does require them to develop new skills like networking, understanding of the different facets of the business,  different perspectives of the people within each department and thereby the ability to find the common ground. All this can help them be the glue that keeps everyone connected and the hammer that breaks the silos whenever they creep up.

I don’t see them leading Innovation or transformation efforts anytime soon. However, they can be the spark that ignite the people to take one the journey.

Do you think that CIOs and CTOs will take up the chief innovation officer and chief transformation officer roles anytime soon? Why? Do share your thoughts by commenting below.


Elvira Wallis

About Elvira Wallis

Elvira Wallis is the Senior Vice President of SAP’s IoT Smart Connected Business organization. Elvira is responsible for ideating, defining, delivering and taking-to-market IoT business solutions to increase revenue, adoption and thought leadership.

Can CIOs or CTOs Accept the New Role of Innovation or Transformation Agent?

Mukesh Gupta

CIO and CTO discuss new roleRecently, Dan Burrus wrote a couple of blog post for Harvard Business Review, where he expects that CIOs and CTOs to embrace new roles within their organizations. He expects and the CIOs should embrace the role of chief innovation officer and CTOs to embrace the role of chief transformation officer.

I do agree that this is an unprecedented opportunity, the current times requires organization to find ways to foster innovation, I don’t agree that every organization needs to start on a transformation journey. There are industries that are currently at the cusp of major transformations (Print media, automotive, retail). Organizations in these industries will need to re-invent themselves so that they continue to stay relevant in the new age. However, I don’t believe that this transformation will be led by the CTO. Nor do I believe that CIOs will lead the innovation efforts of the organization.

Though we would expect the CIOs and the CTOs to understand, advocate and embrace the technological revolution  is happening (ever increasing bandwidth, connectedness, processing power and storage; 3D printing; the maker movement; and Big Data and its impact (SoLoMo), mostly it is not the case.

My experience with the  CIOs and CT’s is very different and while they understand all of these changes happening all around them, most of them have not been able to connect them all back to their businesses. Most of these executives have risen to their roles from within their departments. This also means that their knowledge about their entire business is not as much as you would need in order to be able to take up such a role.

This has also been the reason that there are not many CIOs or CTOs that have gone on to become CEOs or enter the board rooms.

Also, in my opinion, Innovation is not something that you can drive from one office and succeed. Innovation needs to be everybody’s business. You need to create a culture where you expect people to keep exploring new things, challenging the assumptions behind standard operating procedures, etc. This can’t be one man’s responsibility. The moment you appoint a Chief Innovation Officer, that becomes his baby, which then kills the spirit of innovation.

Similarly, business transformation responsibility lies with the CEO. He is supposed to understand the business in its entirety. The moment this becomes someone else’s responsibility, the result of the transformation effort will be a disaster waiting to happen. This is also the reason so many of the transformation efforts fail.

The role of the CIO or the CTO should be to constantly keep exploring what is happening outside of the organization. Identify potential technological breakthroughs, newer business models that new technology can enable,  that can have an impact on their business (both good or bad)  and bring it back to the organization.

Another role that a CIO or the CTO can play is one of glue. They are probably the only team in an organization that touches & connects every department within the organization. What happens if they go one step further and become the people who break silos within the organization. This does require them to develop new skills like networking, understanding of the different facets of the business,  different perspectives of the people within each department and thereby the ability to find the common ground. All this can help them be the glue that keeps everyone connected and the hammer that breaks the silos whenever they creep up.

I don’t see them leading Innovation or transformation efforts anytime soon. However, they can be the spark that ignite the people to take one the journey.

Do you think that CIOs and CTOs will take up the chief innovation officer and chief transformation officer roles anytime soon? Why? Do share your thoughts by commenting below.


Bonnie D. Graham

About Bonnie D. Graham

Bonnie D. Graham is the creator, producer and host/moderator of Game-Changers Radio series presented by SAP, bringing technology and business strategy discussions to a global audience. A broadcast journalist with over 20 years in media production and hosting, Bonnie has held marketing communications management roles in a variety of industries. Listen to the flagship series, Coffee Break with Game-Changers.