19th March Session 2 By Anuradha Das Mathur


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The CIO Board Readiness Survey Key Findings by Anuradha Das Mathur, 9.9 Media

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19th March Session 2 By Anuradha Das Mathur

  1. 1. CIO Board Readiness Survey Key Findings
  2. 2. Objective <ul><li>The objective of this research survey is to assess where CIOs are in their journey to the top echelons of their companies. </li></ul><ul><li>The CEO, who some decades ago was the be-all and end-all of a business, feels the need for a ‘partners’ table.’ Beginning with the CFO and the HR function – and a parallel presence of the Board – we believe that in India too, much like the rest of the world, the journey for CIOs to join the partners’ table has begun. </li></ul>
  3. 3. Sample size – 77 Companies* * Please refer the appendix for respondent company names Survey conducted by: CTO Forum Magazine and CIO Institute in partnership with Microsoft
  4. 4. Evolution of organisational structures The 1990s – CXOs begin to partner the CEO at the “Corporate High Table” The evolving organisation – CIO marks the journey to the Table 1990s 2000 onwards Leadership qualities that most CXOs have developed so far from their traditional and C-plus roles The Ladder-ship to the Board The Ladder-ship to the Board The CFO started to partner the CEO… others soon followed Ability to lead operations and execution Global mindset Ability to develop and execute a clear succession plan Ability to influence peers and top management Ability to influence peers/top management Insights into company’s business Large team management skills Leadership & ability to develop & manage senior talent CIO Attributes where CIOs are found wanting The CIO’s journey so far Ability to influence peers/top management Insights into company’s business Large team management skills Leadership & ability to develop & manage senior talent CFO
  5. 5. Key findings of the survey
  6. 6. Organisations are ready; but in a limited manner <ul><li>CIOs are considered for a senior leadership role; but in a limited manner... </li></ul><ul><ul><li>But Indian organisations lag behind their global counterparts in terms of recognising and accepting the ‘CIO’s leadership potential’ </li></ul></ul><ul><ul><li>Only 37% of the respondents felt that their organisations are ready to consider CIOs for a senior leadership role </li></ul></ul>
  7. 7. Reasons for considering CIOs as leaders <ul><li>The Reds , Oranges and Greens in a CIO’s journey to top leadership positions </li></ul><ul><ul><li>CIOs believe that their knowledge of the company’s technology needs holds them in good stead …as does their enterprise-wide view </li></ul></ul><ul><ul><li>But leadership skills and the ability to manage a large team do not figure yet… </li></ul></ul>
  8. 8. Current responsibilities of CIOs <ul><li>CIO plus’ role is common in India but their presence on the Board is rare… </li></ul><ul><ul><li>Additional responsibilities include security, logistics, and CRM... </li></ul></ul><ul><ul><li>...but go into strategic roles in a few sectors where technology penetration is high </li></ul></ul>
  9. 9. The ‘Readiness-Willingness’ Gap... <ul><li>Do CIOs in India believe they are ready for top leadership positions? </li></ul><ul><li>The survey revealed significant ‘readiness-willingness gaps’ in four major positions </li></ul><ul><ul><li>Management committee positions are an expectation now… </li></ul></ul><ul><ul><li>But CIOs as a part of the Board or with CEO-level responsibilities are negligible and many CIOs don’t even openly aspire for these positions </li></ul></ul>
  10. 10. The ‘trend-setter’ CIOs’ <ul><li>The survey revealed that there is a new and emerging group of CIOs who rate themselves highly on several fronts – indicating their readiness for ‘top management positions’ </li></ul><ul><li>Forerunners amongst these were: </li></ul><ul><ul><li>a global mindset </li></ul></ul><ul><ul><li>acceptance of the fact that business leads technology </li></ul></ul><ul><ul><li>ability to change and lead business transformation </li></ul></ul>
  11. 11. CIO ‘self-view’ <ul><li>The self-view is flattering... </li></ul><ul><ul><li>With these critical ‘strategic management’ characteristics, it is a surprise that more CIOs do not occupy seats on key decision-making bodies in their companies </li></ul></ul>
  12. 12. CIO ‘community-view’ <ul><li>Individual CIOs think lesser of the community than of themselves…! </li></ul><ul><ul><li>In fact, a comparison of the previous slide shows a difference in the entire scale – the personal ratings are higher across most characteristics. </li></ul></ul><ul><ul><li>Other than the top 2 skills, for all others the rating for the community is lower than the lowest rating for personal skills at 5.3 </li></ul></ul>
  13. 13. Ideas for next ‘leadership’ steps... <ul><li>The findings of the survey point clearly towards next steps in the CIO’s quest to become ‘Board Ready’… </li></ul><ul><li>To prepare CIOs for ‘leadership roles’, next steps must include: </li></ul><ul><li>  </li></ul><ul><li>Programmes and coaching in leadership skills </li></ul><ul><li>Team-building and man-management skills </li></ul><ul><li>A pocket MBA to allow for ‘taking on P&L responsibilities’ </li></ul><ul><li>And learning how to influence peers/counterparts </li></ul><ul><li>  </li></ul>
  14. 14. <ul><li>Appendix </li></ul>
  15. 15. List of respondent companies <ul><li>AC Nielsen </li></ul><ul><li>AFL </li></ul><ul><li>Alstom Projects India </li></ul><ul><li>Amtek Group </li></ul><ul><li>Automated Data Processing </li></ul><ul><li>Bajaj Electricals </li></ul><ul><li>Ballarpur Industries </li></ul><ul><li>Bank of America </li></ul><ul><li>Bank of India </li></ul><ul><li>Carrier Airconditioning and Refrigeration </li></ul><ul><li>CESC </li></ul><ul><li>CFC India Services </li></ul><ul><li>Cognizant Technology </li></ul><ul><li>Consim Info </li></ul><ul><li>DCB </li></ul><ul><li>DLF Group </li></ul><ul><li>Eicher Motors </li></ul><ul><li>Elbee Express </li></ul><ul><li>Engineering Projects (India) </li></ul><ul><li>Evalueserve </li></ul><ul><li>Forbes and Company </li></ul><ul><li>Fortis Healthcare </li></ul><ul><li>Gati </li></ul><ul><li>GlaxoSmithKline Consumer </li></ul><ul><li>Glencore India </li></ul><ul><li>Godrej Industries </li></ul><ul><li>Gujarat Heavy Chemicals </li></ul><ul><li>HDFC Bank </li></ul><ul><li>Henkel CAC </li></ul><ul><li>Hindustan Construction Company </li></ul><ul><li>House of Pearl Fashions </li></ul><ul><li>HT Media </li></ul><ul><li>HTMT Global Solutions </li></ul><ul><li>Indian Oil Corporation </li></ul><ul><li>Intrex India (Essel Group) </li></ul><ul><li>Jindal Stainless </li></ul><ul><li>Jubilant Organosys </li></ul><ul><li>K Raheja Corp </li></ul><ul><li>KPMG </li></ul><ul><li>Landmark Group </li></ul><ul><li>Mahindra & Mahindra Financial Services </li></ul><ul><li>Mahindra Special Services Group </li></ul><ul><li>Matrix Laboratories </li></ul><ul><li>Max New York Life Insurance </li></ul><ul><li>Moser Baer India </li></ul><ul><li>Motherson Sumi Systems </li></ul><ul><li>Nagarjuna Fertilizers & Chemicals </li></ul><ul><li>NH Securities </li></ul><ul><li>Pfizer India </li></ul><ul><li>Philips Electronics </li></ul><ul><li>Piramal Health Care </li></ul><ul><li>PMC </li></ul><ul><li>Raymond </li></ul><ul><li>Reliance General Insurance </li></ul><ul><li>Reliance Life Insurance </li></ul><ul><li>Repco Bank </li></ul><ul><li>RPG Enterprises </li></ul><ul><li>Sanofi-Aventis Group </li></ul><ul><li>Satyam Computers </li></ul><ul><li>Shoppers Stop </li></ul>
  16. 16. List of respondent companies (2) <ul><li>Sify Technologies </li></ul><ul><li>SMIFS Securities </li></ul><ul><li>Spanco Telesystems and Solutions </li></ul><ul><li>SpiceJet </li></ul><ul><li>SRF </li></ul><ul><li>SRL Ranbaxy / Fortis Health World </li></ul><ul><li>Star India </li></ul><ul><li>Tata Capital </li></ul><ul><li>Tata Chemicals </li></ul><ul><li>Tech Mahindra </li></ul><ul><li>Tulip Telecom </li></ul><ul><li>Unitech </li></ul><ul><li>VIP Industries </li></ul><ul><li>Walmart India </li></ul><ul><li>Web18 Securities </li></ul><ul><li>WM India </li></ul><ul><li>Yes Bank Ltd </li></ul>
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