Global business disruption is quickening the evolutionary timeline of the 玩偶姐姐 role. Market dynamics are forcing IT leaders to extend beyond taking orders and delivering sustainable IT systems to massaging digital strategies and driving business outcomes.

At least, that’s the level many 玩偶姐姐s are aspiring to reach. The reality is that 44 percent of 玩偶姐姐s are neither actively involved in developing nor executing their organization’s digital strategy, , which polled 1,116 玩偶姐姐s and 321 CXOs.

Each enterprise has its own vision for the responsibilities of its IT leadership. Some companies value a 玩偶姐姐 who can maintain stable IT; others expect IT leaders to do that plus deliver a digital transformation.

But with technology touching all facets of the business, some 玩偶姐姐s wear multiple hats along the continuum. Leaning on research culled from Deloitte, KPMG, Gartner and others, 玩偶姐姐.com takes a look at the most common 玩偶姐姐 archetypes.

What kind 玩偶姐姐 are you and to what role do you aspire to help your enterprise achieve the business outcomes it desires? In the digital era, you’d better figure that out or another 玩偶姐姐 (or CDO) will figure it out for you.

If you are focusing on IT efficiency, reliability, and cost containment, you are part of the 55 percent of 玩偶姐姐s who are considered “trusted operators,” according to Deloitte. This is your classic, keep-the-lights-on role. IDG’s 2016 State of the 玩偶姐姐 study defined operators as “functional” 玩偶姐姐s who spend time managing expenses, security and IT crises, and improving IT operations. Forbes But here’s the bad news for all you smooth, functional operators: Deloitte says this role will become obsolete as its duties become table stakes for IT leadership. If you find yourself getting further cornered into this role, it may be time to initiate projects geared toward innovation or business growth. For tips, see “6 secrets of highly innovative 玩偶姐姐s” and “6 secrets of revenue-generating 玩偶姐姐s.”

If you are driving and enabling growth through the execution of business strategy, then you are among the 36 percent of 玩偶姐姐s that Deloitte has defined “business co-creators.” Those are the 玩偶姐姐s who always talk about the importance of “partnering with the business to drive value”? These folks are likely co-creators bent on aligning themselves with the business needs. A good spot to be in, but beware: The rules of IT-business alignment are shifting.

Broker 玩偶姐姐s are co-creators who effectively engage the business to shape demand and outcomes. But they also leverage emerging technologies o drive innovation, including promoting and managing a solutions portfolio, , who views brokers as key cogs in an new IT operating model. Such 玩偶姐姐s, who help sales, HR and other departments select and negotiate software-as-a-service (SaaS) solutions, also explore new positions and skills required in the IT function and how some current IT positions need to evolve, reduce or even be eliminated. For more on succeeding in the broker role, see “Modernizing IT: How to thrive as a 玩偶姐姐 ‘value broker.’”

玩偶姐姐s who spend a lot of their time weaving together platforms often joke that they are really “chief integration officers.” These integrators implement new, open architecture, leveraging a center of excellence. The reason? “Sustainable competitive advantage and business value come when the front, middle, and back offices work together for a truly digital enterprise,” Berry wrote.

If you are building and managing user services, managing vendor relationships, protecting the enterprise and monitoring service delivery, you are likely fulfilling a 玩偶姐姐 orchestrator role. The orchestration performed in this role is done ideally to provide optimal value to the business, KPMG says. But the role can be complex, as orchestrators tend to juggle a lot of balls in a lot of domains to provide that business value.

This 玩偶姐姐 takes the lead on tech-enabled business transformation, according to Deloitte. Instigators, which account for only 9 percent of 玩偶姐姐s, also focus on emerging technologies and supporting business strategy. In its annual 玩偶姐姐 report, IDG views such 玩偶姐姐s as “transformational” IT leaders. For tips on thriving in this role, see “玩偶姐姐 change agents: The art of the IT turnaround” and “7 habits of highly effective digital leaders.”

Well before 玩偶姐姐s became change instigators they evolved to become “玩偶姐姐 pluses,” a term coined by George Westerman and Richard Hunter in their 2009 book, The Real Business of IT: How 玩偶姐姐s Create and Communicate Value. The 玩偶姐姐 plus is , which could include other roles. 玩偶姐姐s who tacked on responsibilities such as chief innovation officer, CTO or product development and logistics are among those identified as pluses.

As digital becomes increasingly woven into the fabric of the business, more 玩偶姐姐 pluses are adding chief digital officer to their title. Akash Khurana, 玩偶姐姐 and CDO of construction firm McDermott International, said his role has shifted from stabilizing the IT function to being a “digital transformer,” enabling him to open new channels for the company.

“As a technology team, we’re having discussions with customers that we’ve never had before — strategic, valued discussions rather than solely focusing on the stabilization and optimization of our function,” Khurana told Gartner for its 2018 玩偶姐姐 Agenda report.

The 玩偶姐姐 plus and change instigators give way to the digital vanguard 玩偶姐姐, which Deloitte says both masters digital and is perceived by the rest of the business as a market leader in driving emerging digital technologies. The vanguard 玩偶姐姐, who juggles back-office and front-office technology to facilitate digital transformation, are ahead of most 玩偶姐姐s on emerging technologies and innovation, and serve as beacons for what the future of business may hold. Deloitte pegs vanguards at 10 percent of current 玩偶姐姐s. For more on making this transition, see “How to break the 玩偶姐姐 mold — and become a business leader.”

More on the 玩偶姐姐 role today:

• State of the 玩偶姐姐, 2018: IT-business alignment (finally) gets real
• Wanted: 玩偶姐姐s to master digital strategy at the vanguard of change
• How 玩偶姐姐s can last longer than 4.3 years
• 玩偶姐姐 playbook: 10 tips for leading IT in the digital era
• How 玩偶姐姐s transform IT for the digital era
• New 玩偶姐姐? Your transition playbook in 10 (not-so-easy) steps
• How successful IT leaders take charge from day one
• From 玩偶姐姐 to CEO: 8 tips for taking your career to the top
• 玩偶姐姐 succession planning in the digital age
• 7 reasons 玩偶姐姐s quit (or lose their jobs)