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 (3)
- CIO and Technology Professionals Agenda
- IT Executive Program
- Canadian ICT Executive: Digital Transformation Strategies
Ivey Business School at Western University: Masters of Business Administration, Business 1982
Event Appearances (4)
Canadian Executive Panel Moderator | Perspectives for 2021 & Beyond - Actions, Opportunities and Challenges
IDC Directions 2021 Canada Virtual Event
CIO Panel Moderator
IDC CIO Roundtable | Reality Check: The Digital Transformation Dilemma Zoom Webinar
CIO Panel Moderator
A Peer2Peer Conversation among Canadian IT Executives Webcast
CIO Panel Moderator
CIO Peer2Peer Executive Session | Post COVID-19: IT Lessons Learned and Future Digital Transformation Webcast
The CIO's Guide to Developing Future IT CapabilitiesIDC
This IDC Perspective identifies five essential capabilities that IT leaders need in their organization to deliver technology to the enterprise of the future — whether or not leaders anticipate being part of their current organizations. The document provides insight into new strategic and tactical imperatives, including critical changes in the accountability framework for most IT organizations. As ecommerce continues to explode post-pandemic and broader regulatory imperatives reach into the application of data and AI, IT organizations need to start now to build the capabilities that will meet the needs for the future. "As IT leaders challenge their teams to facilitate the future, there is an onus on all of us to have a capabilities vision that enables the future of IT," says Alizabeth Calder, adjunct analyst with IDC's IT Executive Programs (IEP). "Start now to identify the critical capabilities for IT management and practitioners, and proactively develop the accessible communities of interest supported by a future-facing strategy."
IT Organizational Design: Supporting Venture-Oriented TeamsIDC
Joseph C. Pucciarelli, Alizabeth Calder
This IDC study considers the unique challenges faced by start-ups, heavily scientific researchers, and early capital development ventures as they structure digital capabilities to enable progress from the intense early research phase through growth and potential recapitalization. Where the traditional centralized IT function would be challenged to bring the capabilities and day-to-day insights close enough to the research activities as the organization grows, a federated IT function may contribute to the balance between business proximity supported by trusted IT foundations. Whether they are part of a venture-oriented start-up or a discrete innovation team in a larger enterprise, the IT leaders supporting research-driven business imperatives must respond to a unique set of issues, risks, and priorities. As IDC continues to investigate the strategies and execution models that support the future of digital innovation and growth, this federated model is presented as an example of an approach that a creative leader is testing to deliver to the unique demands of their business. This IDC Perspective discusses the challenges faced by start-ups, heavily scientific researchers, and early capital development ventures as they structure digital capabilities to enable progress from intense early research through growth and recapitalization. Where the traditional centralized IT function would be challenged to bring capabilities and day-to-day insight close enough to the research activities as the organization grows, a federated IT function may contribute to the balance between business proximity supported by trusted IT foundations. "This federated model for the IT organization may represent an interesting balancing model for the future of innovation delivery," says Joe Pucciarelli, group vice president with IDC's IT Executive Programs (IEP). "The emphasis is on having a highly mature team of business stakeholders who share a bias toward the highest-value investment in a culture of accountability and discipline."
The CIO's Guide to Integrated IT Portfolio Management: Successfully Delivering the Digital FutureIDC
This IDC Tech Buyer Presentation provides senior IT leaders with a detailed framework for integrated IT portfolio management. Integrated IT portfolio management aligns investments in systems, infrastructure, and data to ensure that all available energy is driving toward the future enterprise. The presentation discusses and provides detailed examples of the three elements — technology, ecosystem, and digital KPIs — that drive an effective integrated IT portfolio management strategy. "All eyes are on the CIO to demonstrate the vision, face the challenges, and have the ability to deliver the service and capabilities that the enterprise needs now ― and into the future," says Alizabeth Calder, adjunct analyst for IDC's IT Executive Programs (IEP). "The CIO will lead with signature initiatives to be addressed, but enabling a holistic capability demands integration and alignment of foundations and strategic value."
Reality Check: Canadian CIOs Talk About the Digital Transformation DilemmaIDC Canada
This IDC Perspective describes a meeting among Canadian IT leaders in the financial services sector who met in a virtual roundtable on March 25, 2021. The panelists discussed the significant shifts in the business transformation agendas, as organizations rewrite their digital focus to address changes in customer sentiment, industry ecosystems, and socioeconomic factors. With an eye to the financial services sector, the discussion focused on the need to accelerate impactful work that will keep up with or be ahead of changes in competitive but cooperative industry ecosystems. "Financial services firms are challenged to deliver meaningful customer engagement transformation while faced with direct competition from sophisticated fintechs where legacy systems, processes, and people are not an inhibitor," notes Alizabeth Calder, adjunct analyst with IDC's IT Executive Programs (IEP). "At the end of the day, success will go to the players that deliver the trusted service for customers and meet the post-pandemic needs of stakeholders."
Canadian Corporate Boards Need Technology Leader's InsightIDC Canada
Mary Whittle, Alizabeth Calder
This IDC Perspective provides a step-by-step guide for CIOs who seek to develop and enhance their effectiveness with executives and the board of directors on issues of digital transformation. It provides time- and experience-tested strategies for engaging from experienced CIOs who have delivered effective programs, survived potentially damaging incidents, and recommended strategic redirection that has brought about significant organizational success. 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 how to present what executives and board members need to know. "Board composition needs to modernize to meet their duty of care with respect to digital strategy — directors need to be more digitally savvy, boards need to establish digital discussion as a standing agenda item, and CEOs must elevate the contribution of the IT organization. That will take time. In the meantime, to support the board, the CIO needs to provide high-value insight and digital strategy leadership," says Alizabeth Calder, adjunct analyst, IDC's IT Executive Programs (IEP).
The CIO's Guide to Integrated Business Portfolio Management: Enabling a Sustainable Focus on Business ValueIDC
This IDC Tech Buyer Presentation provides senior IT leaders with a detailed framework for integrated business portfolio management. An integrated business portfolio management strategy enables sustainable business and IT prioritization of the opportunities that are most aligned with strategic investment value. The presentation discusses and provides detailed examples of the four elements — intake, alignment, transparency, and governance — that drive an effective integrated business portfolio management strategy. "The CIO and business leaders need to develop a shared understanding of the tactical opportunities and priorities in the context of overall business strategy," says Alizabeth Calder, adjunct analyst for IDC's IT Executive Programs (IEP). "IT and business leaders can, and should, engage in deeper analysis as the foundation for enabling critical executive decisions and cross-business trade-offs."
The Future of Digital Infrastructure: Development of a Robust Digital Ecosystem Is CriticalIDC
Pam Miller, Rick Villars, Alizabeth Calder
This IDC Market Perspective discusses how a holistic approach to use of a digital infrastructure ecosystem accelerates digitally driven enterprises' use of innovative technologies. In the future of digital infrastructure, digitally driven enterprises will take a holistic approach to deployment across the digital infrastructure ecosystem. This ecosystem delivers timely access to innovative infrastructure resources — both shared and dedicated — that support adaptive, resilient, secure, and compliant digital business models. Solutions will be built on a cloud foundation, enabling greater use of flexible consumption and asset usage models and managed by a central orchestrator and platform. Today, specialized ecosystems are frequently built around digital infrastructure conversion and specific industry- or market-based use cases to leverage multidisciplinary experts. The complexity of creating multiparticipant solutions through the technology value chain requires a unique cloud-based digital platform that maximizes customer success as well as leveraging and connecting ecosystem participants. IDC has named this new platform or management framework ecosystem orchestration platform (EOP). IDC believes EOPs will be the catalyst for faster digital ecosystem development.
The CIO's Guide to the Future of ConnectednessIDC
This IDC Perspective is the CIO's guide to the future of connectedness, which will be a source of exponential challenge as CIOs move from pandemic response to enabling a robust next normal that allows access to everything, everywhere, anytime, and from any device. IT organizations will have to enable robust and resilient capabilities and surpass traditional business models across a significantly diverse connected ecosystem. "The future of connectedness envisions a framework that aligns data in motion — and its reliance on connectivity — to drive business outcomes like pervasive digital experiences, business continuity, scalable access anytime anywhere, and real-time insights," says Alizabeth Calder, adjunct research advisor with IDC's IT Executive Programs (IEP). "By focusing on the elements of the connectivity-driven ecosystem, we have an unprecedented opportunity to bring innovation that drives value and growth through digital infrastructure and a robust strategy for data in motion."
The CIO's Guide to the Future of Industry EcosystemsIDC
This IDC Perspective is the CIO's guide to the future of industry ecosystems. It is designed to help CIOs lead with an eye to the digital disruptions that are occurring in every industry. This document discusses approaches that companies will employ to remain competitive, address disruption, and expand their businesses. As industries innovate, partners and competitors will expand the capability, capacity, insight, and expertise of their teams through ecosystems. This CIO's guide is industry agnostic, providing an overarching view of the risks and opportunities that industry ecosystems will bring to the IT organization. "Industry ecosystems are developing now and are going to fundamentally change how many of us do business," says Alizabeth Calder, adjunct research advisor with IDC's IT Executive Programs (IEP). "CIOs will need to get a lot right and proactively explore and invest in strategies to leverage their ecosystem and keep up with the complexity of products, supply chains, digital experiences, and changing customer preferences."
The CIO's Guide to the Future of Digital InfrastructureIDC
This IDC Perspective is a guide to the future of digital infrastructure. It provides a foundation for making decisions about more cloud-centric technologies, ubiquitous deployment options, and automated IT operations. This transition depends upon a digital strategy focused on resource optimization, resilience, and continual enhancement. The CIO will have to reeducate and reorient the enterprise — away from traditional strategies and thinking related to both technology and business investment. This Perspective helps CIOs understand what the future of digital infrastructure is, why it matters, and essential actions they must take to enable the emerging digital infrastructure ecosystem. "The critical imperative to meet the future of digital infrastructure is to make and keep a commitment to all foundational work moving toward a cloud-centric, autonomous operation that supports resilient and ubiquitous deployment and optimization or resources," says Alizabeth Calder, adjunct research advisor with IDC's IT Executive Programs (IEP). "Take every advantage of the post-pandemic world, where executives appreciate the risk of technical debt and want to move the enterprise to be resilient and to sustainable modernity. Above all else, make every dollar that you spend a direct contribution toward your future capabilities for digital infrastructure."
Sustain Innovation Momentum Post-COVID-19: Empowering a Bias for ActionIDC
This IDC Perspective provides a step-by-step guide for CIOs and digital transformation leaders who want to foster continued momentum as they move from COVID-19 response to post-COVID-19 transformation. By enabling a collaborative focus on sustaining the pace and success of innovation, CIOs can take advantage of the energy that comes with success and extending the bias for action into their next normal. "We have an unprecedented opportunity to change how business leaders view and work with IT," says Alizabeth Calder, adjunct analyst with IDC's IT Executive Programs (IEP). "By leveraging our well-honed agile capabilities, we can bring the entire organization into a laser focus on what will extend the work that we have done in the COVID-19 response period. As we move into what's next, we can demonstrate business leadership by realigning governance and prioritization around the highest value business opportunities."
COVID-19 Leadership: Canadian CIOs Talk About Post-COVID-19 Strategies for SuccessIDC
This IDC Perspective describes a meeting among Canadian IT leaders who met in a virtual roundtable on July 22, 2020, to discuss post-COVID-19 business resumption. While they represented diverse sectors, the executives aligned on the fact that, regardless of their response strategy and current state of business resumption, leadership from the office of the CIO matters more than ever. As executive teams turn their attention from response to business resumption, CIOs have an unprecedented opportunity to build on a universal business commitment to all digital all the time. "As we turn our attention to the next normal, technology will provide critical leverage in every industry," notes Alizabeth Calder, adjunct analyst with IDC's IT Executive Programs (IEP). "Through strong delivery and commitment to trust, IT leaders have an unprecedented opportunity to lead their organizations toward a digital strategy that can truly support 'all digital, all the time.'"
COVID-19 Leadership: Canadian CIOs Strategize on Responses to COVID-19IDC
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."
Post-COVID-19: A CIO Recovery Guide — Tuning Your Use Case Strategy for Competitive AdvantageIDC
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."
Enabling the Future Enterprise: Choose Your Agile IT PathIDC
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."
Aligning Agile IT with Business Horizons: A Critical Planning ToolIDC
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."