The Influential CIO

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An excerpt of my Persuasive Communication and Influence workshop. For more information or to book a workshop, visit my website at http://lundbergmedia.com or e-mail me at abbie@lundbergmedia.com

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  • Exclusive new survey of 558 Harvard Business Review readers in large organizations around the globe. Large cos., all industries, very senior, all functional areasMore than half believe the new technologies will provide them with significant competitive advantage in three years’ time — up from 21% today.
  • Leading users — those with the greatest experience — are even more bullish, with 77% predicting significant competitive advantage in the future and 31% saying they have already achieved it today.
  • 77% of respondents are making significant or moderate changes in their technology approachesas a result of the use of these new technologies; 74% changing their business processes; 61% changing the makeup of or relationships with employees, customers, and trading partners; and 50% making changes to their organizational structures.
  • If you’re responsible for driving value for your organization, you have to learn to influence key stakeholders and move them to commitment
  • few CIOs are in a position to lead by mandate; you have to lead through influence
  • Trouble is, information pollution creates scarcity of attentionAttention economicsIT people love data, information. More is not moreNeed to simplify
  • why this is a problem
  • given how fast things are changingincreasing role of technology & involvement of other stakeholdersIT leaders must learn the art of influence
  • Some data from this year’s State of the CIO, which addresses stakeholders’ perception of IT, strategic access and more. We’ll blow up the piece on influence….
  • Is what you’re doing relevant to the person you’re trying to influence? if not, why would they even be interested?Start by focusing on their reality.What do they care about? What are their priorities and challenges? What is their point of reference? Find out!Pay attention, meet with people, ask probing questions.
  • Listening can be disturbing - it may uncover problems and create doubtEasier to forge ahead
  • best credibility is positive track record. proof points2nd best, 3rd party experts. Gartner, McKinseybut avoid the data trap!
  • difficult to persuade someone who doesn’t trust you. build trust through relationships & doing what you said you’d do
  • The Influential CIO

    1. 1. The Influential CIO How to Move Stakeholders from Compliance to Commitment Abbie Lundberg Lundberg Media lundbergmedia.com abbie@lundbergmedia.comPhoto courtesy of NASA Goddard Photo and Video
    2. 2. New technologies provide competitive advantage Now and in three years time 22% Now Three years time 19% 17% 15% 14% 11% 10% 9% 8% 8% 8% 7% 6% 4% 3% 2% 2% 1% 1% 1 2 3 4 5 6 7 8 9 10 No competitive advantage Extensive competitive advantage Little advantage (18%) Some (34%) Significant (21%) Little advantage (9%) Some (35%) Significant (53%)19a) To what degree do you believe these new technologies can provide you with competitive advantage today?19b) To what degree do you believe these new technologies can provide you with competitive advantage three years from now?Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey ©2012 Lundberg Mediaof 558 Harvard Business Review readers in large organizations around the world conducted in December 2011
    3. 3. New technologies provide competitive advantage Now and in three years time—Leading users 43% Now Three years time 18% 17% 16% 12% 13% 9% 10% 5% 4% 3% 1% 1% 0% 0% 1% 1% 1% 1% 1 2 3 4 5 6 7 8 9 10 No competitive advantage Extensive competitive advantage Little advantage (5%) Some (32%) Significant (31%) Little advantage (3%) Some (14%) Significant (77%)19a) To what degree do you believe these new technologies can provide you with competitive advantage today?19b) To what degree do you believe these new technologies can provide you with competitive advantage three years from now?Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey ©2012 Lundberg Mediaof 558 Harvard Business Review readers in large organizations around the world conducted in December 2011
    4. 4. Digital Transformation Two-thirds of executives surveyed feel pressure from competitors and customers to speed up their digital transformation. MIT Center for Digital Business/Cap GeminiPhoto courtesy of NASA Goddard Photo and Video ©2012 Lundberg Media
    5. 5. Technology is driving organizational change Major change (8-10) Some change (5-7) Little change (1-4) No answer Technology approach 33% 44% 22% 1% Business processes 28% 46% 24% 2% People 26% 35% 34% 5% Organizational structure 14% 36% 48% 2%22) To what degree has the use of new technologies caused you to make changes in the following areas?Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey ©2012 Lundberg Mediaof 558 Harvard Business Review readers in large organizations around the world conducted in December 2011
    6. 6. you are here transformation requires InfluencePhoto courtesy of NASA Goddard Photo and Video ©2012 Lundberg Media
    7. 7. Influence the act or power ofproducing an effect withoutapparent exertion of force ordirect exercise of command ©2012 Lundberg Media
    8. 8. Part ThreeTHE CIO JOURNEY ©2012 Lundberg Media
    9. 9. Journey: The Future-State CIO 2012 23% 54% 23%
    10. 10. Transformational Stage 54%
    11. 11. PERSUASIVECOMMUNICATION ©2012 Lundberg Media
    12. 12. Clear, purposeful communications can... remove obstacles build support change perceptions influence behavior speed decision making and action ©2012 Lundberg MediaPhoto by 96dpi
    13. 13. “Information consumes attention.A wealth of information creates a poverty of attention.” - Herbert Simon ©2012 Lundberg Media
    14. 14. ©2012 Lundberg Media
    15. 15. Increase Signal Reduce Noise ©2012 Lundberg Media
    16. 16. effective communication focused clear engaging repeated ©2012 Lundberg Media
    17. 17. THE ART OF INFLUENCE ©2012 Lundberg Media
    18. 18. ©2012 Lundberg Media
    19. 19. Influence is a contact sportSource: State of the CIO 2012
    20. 20. 4 levers of influence relevance credibility relationship trust ©2012 Lundberg Media
    21. 21. RELEVANCE ©2012 Lundberg Media
    22. 22. So why don’twe listen? ©2012 Lundberg Media
    23. 23. CREDIBILITY©2012 Lundberg Media
    24. 24. Journey: Functional Stage
    25. 25. RELATIONSHIPIdentify Like Go First ©2012 Lundberg Media
    26. 26. TRUSTRelationshipFollow Through ©2012 Lundberg Media
    27. 27. Abbie LundbergLundberg Media & Advisory Services To learn more or to book a workshop with Abbie, visit our website at http://lundbergmedia.com or e-mail me at abbie@lundbergmedia.com ©2012 Lundberg Media
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