Alizabeth Calder, an adjunct analyst with IDC's IT Executive Programs (IEP), is the former CIO of HomeEquity Bank, a contributing writer to IT World Canada, and a best-selling author and sought-after keynote speaker. She focuses on bridging the gap between the technology sector and the leaders who provide the governance and investment needed to succeed.
Prior to her current role, Alizabeth has been the CIO at firms including IBM, Loyalty Group (a Division of Alliance Data) and CML Healthcare. Her more than 35-year technology career includes transformational success in banking, financial services, transportation, logistics, healthcare, analytics and professional services. Alizabeth is a recognized thought leader on digital oversight and Board engagement, including strategies to close the value gap and deliver the right level of digital maturity to have a long term impact. Alizabeth has also been an expert in cybersecurity since the 1980’s, providing a unique bridge for Directors and C-Level executives on one of their most critical risk considerations.
Areas of Expertise (9)
Banking & Financial Services
Associated IDC Services (2)
- CIO and Technology Professionals Agenda
- IT Executive Program
Ivey Business School at Western University: Masters of Business Administration, Business 1982
Alizabeth Calder, Joseph C. Pucciarelli, Lars Goransson
This IDC Perspective reports on the findings from a group of Canadian IT executives who met in a virtual roundtable on May 14, 2020, to discuss challenges and brainstorm solutions in response to the COVID-19 pandemic. In a wide-ranging discussion, the executives addressed the most critical challenges they are facing today, with the understanding that tomorrow may bring new and unexpected challenges that they must be prepared to address.
"Where the pandemic response has already driven a need to deliver differently, the next normal work is expected to focus on how to bake those changes into the core operational systems and processes," says Alizabeth Calder, adjunct analyst with IDC's IT Executive Programs (IEP). "Strategic investment adjustments will look to improve the digital experience to drive both employee and customer engagement."
This IDC Perspective provides a step-by-step guide for CIOs and digital transformation leaders who want to deliver value as part of a business transition through post-pandemic normalization and a coming recession. It brings together best-practice strategies for planning and business success in times of uncertainty, including confronting the uncertainty directly and delivering the foundations for robust decision making and best-response actions.
"Few business leaders have experience navigating the turbulence that we can expect in the coming months or years," says Alizabeth Calder, adjunct analyst with IDC's IT Executive Program (IEP). "Those who stand out will be the leaders who can bring tested strategies to the table, thereby bringing control and structure to an otherwise chaotic situation. Scenario-based planning is a core skill for digital transformation leaders: we talk about use cases all the time. Clearly defining critical data and triggers for decision making are an inherent part of governance that leverages stage gates as a key decision framework. We uniquely have the skills to lead through the post-COVID-19 uncertainty; we need to be bold and pragmatic to let those skills shine through."
This IDC Perspective provides a step-by-step guide to CIOs who seek to enable the critical "agile IT" capabilities that the enterprise needs to deliver on the promise of the business-led digital transformation journey. Combining a clear set of industry-agnostic use cases with the three horizons timing framework for the enterprise transformation road map, the steps provide technology leaders with the foundation to enable ubiquitous data, scalable AI, enterprise trust, and the ability to automate and cloud-enable fundamental programs including infrastructure and architecture.
"The best-laid business strategies for digital transformation are fundamentally dependent on the IT organization's ability to support and enable the ubiquity of intelligence and proliferation of data that DX digital strategy demands in the context of strategic third-party leverage and ensuring the trusted enterprise," says Alizabeth Calder, adjunct analyst, IDC's IT Executive Programs (IEP). "Agile IT planning is a foundational parallel mission to enable the measurable outcomes that contribute to high-value transformation initiatives."
This IDC Tech Buyer Presentation enables CIOs and senior IT leaders to align their companies' foundational technology investments with business-driven planning. Using IDC's Digital Transformation Use Case Taxonomy: IT Organization (IDC #US44953319, January 2020) as a guide, the presentation first provides tools for aligning digital strategy with board and senior leadership priorities. Then it helps the executive overlay what IT must have in place to deliver the strategic business DX priorities and build a communication strategy. Finally, the presentation examines three industries and practices for employing digital transformation use cases to create a digital foundation for success.
"Effective business strategies for digital transformation depend on the IT organization's ability to support and enable the enterprise," says Alizabeth Calder, adjunct analyst with IDC's IT Executive Programs (IEP). "Agile IT planning is a foundational parallel mission to enable the measurable outcomes that contribute to high-value transformation initiatives."
Alizabeth Calder, Suya Xiong
This IDC Perspective provides a step-by-step guide for CIOs who seek to improve their ability to pan for, manage, and enable the critical foundations and investments that are required for a stable and robust digital program. It provides simple and practical strategies for engaging from experienced CIOs and CISOs who have successfully managed and enabled strategically aligned technology spending.
"There is little that is as demoralizing for the technology leader or their team than the ongoing cycle of budget slashing and the perception that successful business investment needs to be fully benchmarked to transformational adventures. As the individuals held accountable for service levels and foundational controls, we spend much of our time defending core investments where we could be focused on adding value," says Alizabeth Calder, adjunct analyst, IDC's IT Executive Programs (IEP) at IDC. "CIOs and IT leaders can better align core strategies and budgets with business-led challenges and opportunities by demonstrating a proactive capability to both manage spending and represent the business strategy."
This IDC Perspective provides a step-by-step guide for CIOs who seek to develop and enhance their effectiveness in communicating about cybersecurity to senior executives and boards of directors. This study provides time- and experience-tested strategies from seasoned CIOs and CISOs who have delivered effective programs and survived potentially damaging incidents. These include ways to address the efficacy of programs in place, anecdotal examples to garner interest and attention on key topics, and a framework for presenting what executives and board members need to know.
"There is nothing more damaging for a CIO's credibility than to be found overstating the enterprise state of cybersecurity protection. To be successful as leaders in this challenging and ever-changing domain, we need to be open to issues and proactive in our investment," says Alizabeth Calder, adjunct analyst, IDC's IT Executive Programs (IEP). "That demands that we educate executives, so they are committed to the journey with us, and that we enable the board in its responsibility to protect the company from harm."
This IDC Perspective provides a step-by-step guide to CIOs who seek to develop and enhance their influence with their company's board of directors. It provides time- and experience-tested strategies for engaging with the board from high-performing CIOs who have increased their board influence. These include ways to participate in enterprise strategy planning, formulation, execution, and measurement; how to engage with and deliver value to the board; and how to prepare for meetings.
"CIOs' engagement with the board is a critical imperative in this digital age. While many of us are invited to present on select topics, most notably cybersecurity, we don't always have the opportunity to engage at the right time and in the right way to genuinely influence strategic investment decisions," says Alizabeth Calder, adjunct analyst, IDC's IT Executive Programs (IEP). "The onus is on us, more than ever before, to adopt a board-centric view of the opportunities and risks and then bring unique and actionable strategic insights that enable the business to succeed."
An essential guide for board members and executives who need to understand the impact of digital on their thinking and decision making
Duty of Care: An Executive's Guide for Corporate Boards in the Digital Era offers a much needed guide for board directors and leaders who need to get up-to-speed and close their digital knowledge gap in order to make the right decisions about digital technology investment and deployments. Written in easy-to-read language, this book targets directors and executives who want to protect themselves from risks ranging from massive cyber security breaches to digital infrastructure investment mistakes.