A new "Chief" is in the city. If the CIO had still taken years to prove its existence and its contribution to value, the question of the role of the Chief Digital Officer (CDO) on board board is hardly questioned today and is already a fact in many industries. The CDO's tasks and rather the competences of a CDO should be discussed in detail, but there is a great deal of overlap with the existing business areas and their structures of responsibility as expected. The independent position of a CDO is also not established, but the role in personnel management is allocated to existing executives such as the CIO.
Can the CIO also be the CDO?
This is perhaps less a question of ability, but of the understanding of the role: the CDO needs another mindset.
New agile business models and service processes are often diametrically opposed to the expectations of the company's IT, which is transformed into a product IT with the digital transformation. The CIO is trimmed for stability, risk minimization, security and predictability. Even if the new business models are all based on technology, the approach and testing of these business models is associated with a great deal of pioneering. The use and testing of new technologies, often by young suppliers, the strong (end) customer centrifuge, agile development processes influenced by permanent customer feedback not only question existing IT delivery models, but also require a much higher risk-solving - a major cause of emerging conflicts on management level.
Not a few see an interim board at the CDO, which is no longer needed after successful transformation. The question is only: When is digital transformation completed - especially for manufacturing companies? A valid aspect, the phase of the Industry 4.0 has just begun and its effects are not even in the approach.
In principle, any company whose DNA does not come from a digital business model, regardless of which industry it belongs to, how many employees it occupies, and which products and services it sells, must undergo a comprehensive digital transformation.
Since this transformation affects all processes, organizational areas and business models, it must be driven and coordinated in top management. Accordingly, the CDO is responsible for all - really all - digitization initiatives of a company. This role, however, also includes explosives, since the CDO has to call into question the existing disruptive business models - otherwise the competition will take over. On the other hand, he must actively prepare and take all changes, even indirectly, through the digital transformations. Thus, he is not only a driver, but also a mediator and a visionary - even at board level.
We help the Chief Digital Officer not only to identify and establish new business models, but also to defend and expand the existing business. Large potential is still the digitalization of existing products / services and the development of new customer channels, as well as a large number of internal company-critical processes.
Current topics for the CDO
Digital localization, digitization strategy, method workshops, lean service creation
Our experts for CDO topics
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Master of Engineering and Business Administration
At 4C you will not encounter consultants corresponding to usual stereotypes. And certainly not in the person of Joerg Bassen, who - as an engineer - stands for the principle of gravity, that means a down-to-earth attitude, objectivity, careful consideration and thorough analysis. Not only our clients benefit from his “engineer’s viewpoint” and his distinctive analytical skills, but also our internal knowledge exchange and qualification activities for our consultants.
His focus lies within the CIO and CDO Office and including IT strategy, sourcing management, digitization, IT Controlling / decision making and change management. Concurrently he heads as managing director our digital joint venture GROUP ZERO ONE, where he advises companies in developing, initiating and monetizing digital business models.
He has extensive experience in various industry sectors.
Master of Business Administration
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.
Dr. Manuel Iserloh
Doctor of Medical Sciences, Master of Engineering and Business Administration
Planning and decision making, organizational development or down-to-earth change management – in these disciplines 4C consultants develop profound competences. The commitment of those involved, however, is decisive to deliver individualized solutions. For Manuel Iserloh, a passionate mountaineer, there is a close parallel: success depends on individual capabilities and team cooperation.
He has outstanding experience in the healthcare sector focusing on strategy development, digitization, decision making, process optimization, change management and restructuring.