19th March Session 2 By Anuradha Das Mathur
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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

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 19th March Session 2 By Anuradha Das Mathur Presentation Transcript

  • CIO Board Readiness Survey Key Findings
  • Objective
    • The objective of this research survey is to assess where CIOs are in their journey to the top echelons of their companies.
    • 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.
  • 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
  • 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
  • Key findings of the survey
  • Organisations are ready; but in a limited manner
    • CIOs are considered for a senior leadership role; but in a limited manner...
      • But Indian organisations lag behind their global counterparts in terms of recognising and accepting the ‘CIO’s leadership potential’
      • Only 37% of the respondents felt that their organisations are ready to consider CIOs for a senior leadership role
  • Reasons for considering CIOs as leaders
    • The Reds , Oranges and Greens in a CIO’s journey to top leadership positions
      • CIOs believe that their knowledge of the company’s technology needs holds them in good stead …as does their enterprise-wide view
      • But leadership skills and the ability to manage a large team do not figure yet…
  • Current responsibilities of CIOs
    • CIO plus’ role is common in India but their presence on the Board is rare…
      • Additional responsibilities include security, logistics, and CRM...
      • ...but go into strategic roles in a few sectors where technology penetration is high
  • The ‘Readiness-Willingness’ Gap...
    • Do CIOs in India believe they are ready for top leadership positions?
    • The survey revealed significant ‘readiness-willingness gaps’ in four major positions
      • Management committee positions are an expectation now…
      • 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
  • The ‘trend-setter’ CIOs’
    • 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’
    • Forerunners amongst these were:
      • a global mindset
      • acceptance of the fact that business leads technology
      • ability to change and lead business transformation
  • CIO ‘self-view’
    • The self-view is flattering...
      • 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
  • CIO ‘community-view’
    • Individual CIOs think lesser of the community than of themselves…!
      • In fact, a comparison of the previous slide shows a difference in the entire scale – the personal ratings are higher across most characteristics.
      • 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
  • Ideas for next ‘leadership’ steps...
    • The findings of the survey point clearly towards next steps in the CIO’s quest to become ‘Board Ready’…
    • To prepare CIOs for ‘leadership roles’, next steps must include:
    •  
    • Programmes and coaching in leadership skills
    • Team-building and man-management skills
    • A pocket MBA to allow for ‘taking on P&L responsibilities’
    • And learning how to influence peers/counterparts
    •  
    • Appendix
  • List of respondent companies
    • AC Nielsen
    • AFL
    • Alstom Projects India
    • Amtek Group
    • Automated Data Processing
    • Bajaj Electricals
    • Ballarpur Industries
    • Bank of America
    • Bank of India
    • Carrier Airconditioning and Refrigeration
    • CESC
    • CFC India Services
    • Cognizant Technology
    • Consim Info
    • DCB
    • DLF Group
    • Eicher Motors
    • Elbee Express
    • Engineering Projects (India)
    • Evalueserve
    • Forbes and Company
    • Fortis Healthcare
    • Gati
    • GlaxoSmithKline Consumer
    • Glencore India
    • Godrej Industries
    • Gujarat Heavy Chemicals
    • HDFC Bank
    • Henkel CAC
    • Hindustan Construction Company
    • House of Pearl Fashions
    • HT Media
    • HTMT Global Solutions
    • Indian Oil Corporation
    • Intrex India (Essel Group)
    • Jindal Stainless
    • Jubilant Organosys
    • K Raheja Corp
    • KPMG
    • Landmark Group
    • Mahindra & Mahindra Financial Services
    • Mahindra Special Services Group
    • Matrix Laboratories
    • Max New York Life Insurance
    • Moser Baer India
    • Motherson Sumi Systems
    • Nagarjuna Fertilizers & Chemicals
    • NH Securities
    • Pfizer India
    • Philips Electronics
    • Piramal Health Care
    • PMC
    • Raymond
    • Reliance General Insurance
    • Reliance Life Insurance
    • Repco Bank
    • RPG Enterprises
    • Sanofi-Aventis Group
    • Satyam Computers
    • Shoppers Stop
  • List of respondent companies (2)
    • Sify Technologies
    • SMIFS Securities
    • Spanco Telesystems and Solutions
    • SpiceJet
    • SRF
    • SRL Ranbaxy / Fortis Health World
    • Star India
    • Tata Capital
    • Tata Chemicals
    • Tech Mahindra
    • Tulip Telecom
    • Unitech
    • VIP Industries
    • Walmart India
    • Web18 Securities
    • WM India
    • Yes Bank Ltd