The DTO makes the CIO a Hero

You’re a CIO and sitting on a goldmine.

How can you exploit this, help your business customers and become a hero?

They may know what they think they do.

You know what they actually do.

Using the power of a DTO (Digital Twin or an Organisation), we identify all aspects of the business and how they interrelate – the people, their roles and responsibilities, processes, systems, policies, regulations, customers and more. The digital twin is the model. However, it can only really be a twin (rather than a distant relative) if this is closely linked to the actual operations of the business.

Only the CIO can deliver these results.

Dig it out, identify improvements, help them make the change and measure the results.

The answers are locked in your transactional systems and logs. By reverse-engineering you can determine what is actually happening. Rather than spending weeks or months running workshops trying to agree on how processes are performed, get the facts. Dig into the system logs, extract the gold and re-construct the processes. According to Gartner, Process Mining is a critical part of the DTO.

You will find when you mine the processes that there are many deviations, re-work, compliance breaches, inefficiencies, misunderstandings, delays and incomplete transactions. Wouldn’t your business customers love to fix these issues?


We have been working with business organisations for many years. They begin by modeling their businesses, create a theoretical view on how they work but they don’t align with the actual operations.  Teams lose faith in the model and give up.

Then they do it again and again and again.

It’s time to break the circuit and deliver results.

How do you make the change?



As the CIO, you can bring about the most significant change, have this embedded and deliver continuous improvements.

A change to business operations may be as simple as re-educating staff or may require some modifications of processes to improve customer experience, meet compliance obligations and increase efficiency. How often is change successful? Does it deliver the desired outcomes? Statistics show that business transformation usually fails.

How about you simulate change before making the big investment? What if you knew all the implications of change before you started? Who will be affected? What will they need to do differently? Will systems need to be changed? How could change be implemented through trials?

That is where the digital representation of the business comes in. The model identifies all aspects of the business and how they interrelate – the people, their roles & responsibilities, processes, systems, policies, regulations, customers and more.

After simulating change, use the model to determine the requirements for systems, training for staff and to provide a single source of truth.

Trial the change :

  • Have new approaches implemented in parts of the business, measure the results and identify any tweaks required.

  • Are you achieving the desired outcomes? Continue to refine until delivering the desired results.

  • Now, rollout the change. Use the model to educate, provide a reference for all staff.

  • Measure the performance. Identify any deviations and address them. There may still be exceptions that need to be brought back into the model, people who need to be re-trained or re-assigned.

This becomes a continuous monitoring exercise. The CIO is far more important and delivers greater and increasing value to the business.

You are the hero.