TL;DR: Chief Information Officers (CIOs) demonstrate value through robust IT operating models that align technology with business goals, drive transformation, reduce technical debt, and create measurable outcomes for stakeholders.
How CIOs Deliver and Show Value From the IT Operating Model
By Richard Keenlyside
As organisations become increasingly digital, the Chief Information Officer (CIO) role has transitioned from a technology gatekeeper to a value-centric business leader. In this era of digital acceleration, an effective IT operating model isn’t just a tool—it’s the cornerstone of business growth, agility, and competitiveness.
But how do CIOs show value from IT? How can they turn the complex web of infrastructure, data, applications, and governance into something measurable, strategic, and respected across the board?
Let’s explore how CIOs like myself, with hands-on experience across sectors such as manufacturing, retail, and private equity-backed environments, demonstrate that value from the core of the IT operating model.
1. Designing an Outcome-Driven IT Operating Model
A strong IT operating model must align with the strategic goals of the business. It’s not just about technology—it’s about enabling outcomes.
At LoneStar Group, We are implementing a global IT operating model across 13 business units, spanning six countries, by standardising systems and consolidating legacy infrastructure onto Azure. This was tangible, measurable, and aligned with financial goals—a key marker of value delivery.
2. Strategic Governance and Standards
Effective CIOs embed governance frameworks into the operating model. These ensure that IT investments are linked to business strategy and risk is minimised.
From Mothercare PLC to FitFlop, I’ve delivered transformation programmes that incorporate IT governance as a pillar of success. CIOs define standards, set KPIs, and link them to operational goals to show that IT is not a cost centre but a performance enabler.
3. Creating Measurable Efficiencies and Reductions
CIOs need to speak the board's language—cost reductions, ROI, and operational efficiency. The best operating models drive all three.
At M.I. Dickson, our chatbot AI in HR and finance improved efficiency by 40% and reduced invoice debt by 29%. These results weren't just IT wins—they were business achievements.
4. Modernising Legacy Systems to Accelerate Growth
Technical debt is the silent killer of innovation. An agile IT operating model allows for timely migrations, cloud adoption, and system modernisation.
CIOs must lead these changes and articulate the “why” and “what’s next” to stakeholders.
5. Stakeholder Alignment and Executive Storytelling
Showing value is as much about storytelling as it is about spreadsheets. A CIO must communicate with clarity, especially to non-technical stakeholders.
By building project and risk governance frameworks across global teams and reporting business-focused metrics, CIOs transform perceptions—from being viewed as back-office support to strategic enablers.
6. Cybersecurity as a Value Proposition
In today’s digital economy, robust cybersecurity isn’t optional—it’s a competitive differentiator. By outsourcing cybersecurity operations (SOC) and integrating email, endpoint, and penetration security testing, we positioned IT as a protector of revenue and reputation at LoneStar Group.
FAQs
Q1: How can CIOs align IT with business goals? By embedding business strategy into the IT operating model, leveraging KPIs, and focusing on measurable business outcomes.
Q2: What tools help demonstrate IT value? Dashboards, scorecards, risk registers, cost-benefit analyses, and programme governance frameworks are crucial.
Q3: How do CIOs reduce technical debt? Through cloud migration, application rationalisation, and decommissioning legacy systems with high maintenance costs.
Q4: Why is stakeholder engagement important in IT transformation? It ensures buy-in, improves communication, and elevates IT’s position as a strategic contributor, not just a cost function.
In Closing
The modern CIO is no longer defined solely by uptime or system availability. The role now demands business acumen, strategic alignment, and measurable outcomes. Whether you’re optimising processes, reducing costs, or driving growth through transformation, the IT operating model is your platform for demonstrating value.
And remember—if you're not measuring it, you're not managing it.
Richard KeenlysideGlobal CIO | Business Transformation Leader
Richard Keenlyside is a Global CIO for the LoneStar Group and a previous IT Director for J Sainsbury’s PLC.
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