2016 will be the year CIOs will influence, acquire and reshape capabilities beyond the core IT agenda and be expected to behave as more ambitious change leaders.\nAnalyst firm, Gartner, has released its annual CIO New Year\u2019s Resolutions report with a list of recommendations it says CIOs should use as inspiration to achieve these objectives in 2016.\nAnalysts and report authors, Patrick Meehan and Mark Raskino, believe CIOs can influence top management by doing the following:\nTake a board member out to breakfast\nIdeas and insights presented by CIOs to board members have often fallen on deaf ears and a different approach is needed.\n\u201cWe recommend talking to non-executive board directors singly or in pairs, over time. Don\u2019t try to sell them specific positions; just offer to help them become better informed about the way technology is changing your industry and your company\u2019s opportunity,\u201d the analysts said.\nThey suggested that CIOs should offer an update to the board over a meal, preferably breakfast, the most efficient time for non-executives.\nPower map your leadership network\nCIOs are the only c-level executives with a view of all \u201cintra-enterprise and inter-enterprise\u201d functions, the analysts said.\n\u201cFor two years now, we have been recommending CIOs build a leadership network and practice adaptive networked leadership. What this means is that CIOs cannot go it alone; they need cohorts across functional profit and loss areas with whom to collaborate and over whom they influence.\n\u201cOne-to-one direct contact is not the best way to lead and influence; soliciting the power of your peers in the leadership network is the best practice for doing so,\u201d the analysts said.\nLink to the top two metrics your CEO and board care about\nCIOs should stop reporting on IT performance and focus on business outcomes, which is what keeps CEOs up at night.\nMeehan and Raskino suggested that CIOs read and reread their company\u2019s annual report and the letter to shareholders where the CEO makes certain promises concerning business performance.\n\u201cRevenue, profitability and market share are among the few spigots the CEO has to manipulate to deliver on earnings per share. Read that section carefully and discern what your CEO is up to this upcoming year. Now is the time for you to get in alignment,\u201d the analysts said.\nCIOs should devise two or three aggregate metrics that are meaningful to the CEO or board and share these with business peers.\nRevisit the CMO relationship\nIn recent years, CMOs have \u201cspent lavishly\u201d on social media, monitoring, data aggregation and analytics to create a \u201cmarket of one\u201d per customer.\nThe CMO needs the CIO more than ever to help leverage customer data \u2013 granular customer profiles \u2013 points in time where the customer alerts the enterprise that they have a need to be filled, the report said.\nOther recommendations\nMeehan and Raskino also recommended that CIOs need to acquire the resources needed to deepen digital business change.\nThey can do this by developing a business sacrifice list and divest a system every quarter.\n\u201cToday\u2019s portfolio of systems under management almost certainly includes systems that are used by relatively few people, doing legacy or redundant administrative work. Those costs are a drain on the business and on the IT budget. They inhibit digital investment. CIOs need to sharpen the knife to actively prune such systems rather than waiting to be told to decommission them,\u201d the analysts said.\nThe report also recommended that CIOs create a list of potential \u201ctechquisitions". This is when companies in a traditional industry acquire a new digital or technology business.\nThe analysts said that even if organisations are not prepared to make such a move, they should think of three to five areas where the business could innovate more, and then list smaller tech companies that could provide those skills and capabilities.\nFinally, CIOs should plan for more widespread \u201ccrowdsourcing\u201d as the least expected innovation outcomes result from collaboration with other parties.\n"Determine how you will use social media or some other collaboration mechanism to engage a group," the analysts said.\nThey suggested CIOs should list five areas where more creativity and energy is required, and open two of those to crowdsourcing across the whole enterprise in 2016. One area can be open to crowdsourcing outside the enterprise, they said.