Gartner’s research shows that only 48% of digital initiatives hit their business goals, meaning that more than half of these projects are likely to fail. They surveyed over 3,100 CIOs and 1,100 other executive leaders and found a troubling pattern: for some IT leaders, success appears random. Daniel Sanchez-Reina from Gartner called this phenomenon “the curse of random success.” He put it bluntly: your chance of success is like a coin toss—50:50.
Why does it turn out this way? Sanchez-Reina points out that the burden often falls solely on the CIO. He noted that many CIOs face high failure rates because they feel completely responsible for digital projects. “CXOs often don’t see themselves as accountable,” he said. They engage at the start to outline needs and deadlines but then often drop out. By the time two or three months have passed, the chances of the final product aligning with their original expectations are slim.
CIOs who partner closely with business leaders enjoy a much higher success rate—71%. When both sides share responsibility and stick together throughout the project, they create better outcomes. Sanchez-Reina emphasized that breaking the random success cycle requires shared ownership right from the beginning.
Another significant roadblock is the reluctance of some CIOs to let outsiders into the IT fold. Many hesitate to allow other departments, like finance or HR, to contribute, worried they might lose control. “This mindset is misguided,” he pointed out. CEOs aren’t as concerned about who executes the project; they just want it done effectively and on time.
Sanchez-Reina advocates for executives to tear down the walls separating IT from other business units. As companies shift to more digital operations, it’s crucial to encourage collaboration rather than viewing IT as just a service provider.
Gartner has coined the term “digital vanguard” to describe a new type of CIO who works closely with business executives to drive digital success. According to Sanchez-Reina, these “digital vanguard CIOs” support their peers and foster a collaborative environment. They help business leaders step into a co-leadership role, democratizing the digital process.
He also stressed the importance of creating IT platforms that are accessible not just to IT specialists but to technologists across the organization. Finance and human resources personnel must keep their digital skills sharp to collaborate effectively with IT. This approach hinges on agile project management practices, enabling everyone involved to adapt and respond to challenges swiftly.
