Leverage Interaction Mapping for the Boardroom CIO

Bi Leverage Interaction Mapping for the Boardroom CIO
Bennet Bayer, COO, CTD Solutions Group and former Global CMO, Huawei

The CIO function is being marginalized by splintering of responsibilities to the “Chief’s” of data, experience, innovation, people and increasingly, budgetary direction by marketing.  In an era of digital the need to navigate mission-critical operating systems, processes, IT and networks with an organizations culture has never been more important.  Yet the IT department seems to becoming marginalized around the board room.

To change this paradigm the CIO needs to engage across business units offering unique business value; the most straight forward area is around effecting digital transformation.  An organization that can map and quantify the value of the idea or identify roadblocks to success and understand how to collaborate around data is more likely to be ahead of their competitors.  If IT can lead these efforts the CIO is going to become elevated in relevance.  The result to this effort is the core of Interaction mapping.

My career has led to working with the Global 2000 and just about every service provider in the world and hundreds of CIO’sdesigning systems and methodologies for organizational transformation.  My largest mapping experience occurred during my Huawei tenure designing a solution for 180,000 global team members across 220 countries, spanning 946 product lines within five-business units, where I implemented an enterprise social solution along with quantified interaction mapping.

The goal of Digital Transformation is the use of digital technologies to solve traditional problems. These solutions enable inherently new types of innovation and creativity, rather than simply enhance and support traditional methods.  In short, what does change and success look like when you get done?

A common starting point for IT to support transformation is around customer Journey mapping projects which your marketing team is likely either doing or interested in. Customer Journey Mapping (CJM)is the act of graphically portraying your customer’s experiences with your organization across major and minor touch points (times when your customer interacts with your organization or products/services). Ideally, CJM should be implemented on a platform automating the functionality whereby effects are monitored and adjustments can be made in as close to real time as possible.

Bi Leverage Interaction Mapping for the Boardroom CIOInteraction Mapping combines CJM with a view of not just the customer, but the entire business ecosystem, cultures, and organization.  This would, at a minimum, include a platform and RDBMS tracking:


  • Each supply chain partners and vendors
  • Internal systems, processes, and methodologies
  • All aspects of the service catalog within the CMDB
  • Text, chat, IM, e-mail, and voice messaging
  • By-product/service
  • By region, country, office
  • By LOB, division, group, department, and user
  • By distribution channel and partner
  • By market
  • By user/customer

Incorporating Enterprise Social is often a stepping stone and then gamification enables a scoring methodology leading to quantified results.

Setting board and executive expectations are quite important…the CMO is most likely going to be allied in your effort; the methodology of Interaction Mapping is a journey of continuous process improvement, which I have found to be key component to any transformation exercise.  From the Board down through every member of the organization the desire to change for the better is incumbent, Interaction Mapping provides the quantified tools to chronical everyone’s efforts and then to adjust programs reshaping behavior and culture.

In this process that start is a simple peg-count leads to your ability to demonstrate cultural trends (and CEO is not interested in improve culture today?).  Worst case business leaders can begin to use this as “at-a-boy” pats on the back.  Then, adding gamification enables you to begin assign value and score various interactions.  In time you will be able to assign a valuation and then you can:

  • Quantify the value of an idea and innovation.
  • Identify roadblocks to success
  • Measure improvement of the experience throughout the ecosystem, customer journey, distribution, supply chain, and organization.
  • Track communications, their relevance, GDPR compliance, and employee engagement.

I appreciate is only a 100,000-foot view; I hope you consider the exercise and appreciate how it can empower the CIO as an essential business leader and contributor.