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Emerging Role Of Cio As A Strategy Execution Officer
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Emerging Role Of Cio As A Strategy Execution Officer

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  • Strategic Orientation. The ability to think long-term, leveraging business awareness, critical analysis and integration of information to develop an action-oriented planResults Orientation. A focus on improvement of business resultsCommercial Orientation. Identifying and seizing opportunities to increase profit and revenueMarket Knowledge. Understanding the market, including competition, suppliers, customer base and regulatory environment External Customer Impact. Serving and building value-added relationships with customers or clients Collaboration and Influence. Working effectively with others, including internal customers, who do not work for you to have a positive impact on business performancePeople and Organizational Development. Developing long-term capabilities of others and the organization as a wholeChange Leadership. Transforming and aligning an organization through its people to drive for improvement in a new and challenging directionTeam Leadership. Focusing, aligning, and building effective groups in one’s immediate organization
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    • 1. Emerging Role of CIO (as a Strategy Execution Officer) Presentation by Akbar Husein, Balaji Balasubramanian, Kartik Mahadevan, Prateek Mehra, Saranya Ranganathan CA2 - IT Governance
    • 2. Chief Information Officer ‘CIO ? Career Is Over’. – It’s an old joke, which might have raised a smile thirty years ago, but which is now as outdated as flared trousers and brick-sized mobile phones. And even in the old days, it had a bitter edge to it.
    • 3. Evolution of CIO Role A Historical Perspective – Where has the focus turned over the years… 2008 – Competitive 2000 – Mobile Strategy, Business Devices, ERP ROI, Process Improvement, 1990 – ERP CRM, Optimization, Globalization, SCM, BI, Business ROI, BI Security 1980 – Data eBusiness, Y2K, Explosion, Internet Personal Computers, 1970 – First Personal Appointed. Productivity Financial Systems, Order Processing
    • 4. The CIO Title Grows What is in a Name? A lot, especially when quot;chiefquot; is in the title. Today, more heads of IT sport the CIO title than ever before, while the old-fashioned quot;directorquot; has fallen out of favor. 2004 2007 2008 CIO 49% 50% 60% CTO 3% 6% 4% VP / IT 13% 13% 11% Director 29% 23% 18% Other 6% 8% 6%
    • 5. Agenda • What are the emerging archetypes for CIOs and how do they spend their time? • How do senior non-IT executives think CIOs should allocate their time? • Does every company need an Strategy Execution Officer (SEO) to ensure implementation and effective use of enterprise platforms? • What is the appropriate scope for an SEO role?
    • 6. CIO Archetypes (The State of CIO in 2007) Business Leader Turnaround Artist Operational Expert Operational Expert Innovation Agent  Business Leader. Priorities are aligning IT and business goals.  Operational Expert. Primary mission is to cut costs.  Innovation Agent. Focus on ITs ability to drive new business initiatives.  Turnaround Artist. Risk-taking agent of change.
    • 7. Business Leader Straddling the business technology divide, this archetype relies on communication and collaboration to get the job done. Put a premium on understanding business processes Aligning IT and business goals Use technology to improve business processes, and controlling costs Focus on budgeting and compliance Interacting with CXOs and business people Support managing IT crises Consider the ability to lead and motivate staff
    • 8. Innovation Agent Strategist who drives business change–and leaves the details to others. Considers IT should proactively envision business opportunities Members of their company’s executive committee Stress Strategic thinking & planning is an important personal skill Have worked in sales or marketing
    • 9. Operational Expert Rolls up their sleeves and meets the challenges of the business head on. Managing IT crises Share IT ROI accountability and cut IT cost Improve IT talent & Operations Project Management & Execution Deliver IT Systems on Time & Budget
    • 10. Turnaround Artist Relishes the challenge of fixing broken IT situations. First and foremost as agents of change Shortest tenure of all the archetypes Biggest paycheck of any archetype Influence change in others Directly accountable for IT ROI
    • 11. CIO Types (The State of the CIO in 2008) Function Heads Transformational Leaders Business Strategists  Function Heads. Focused on running the IT organization, achieving IT operational excellence and providing reliable, effective services.  Transformational Leaders. Focused on creating change for their enterprise through process transformation and a close partnerships with business operations.  Business Strategists. Focused on driving strategy for competitive advantage through activities that face across the enterprise and externally.
    • 12. Functional Head
    • 13. Transformational Leader
    • 14. Business Strategist
    • 15. CIO’s Allocate Time Across Role Types 12% 51% 37% Distribution of CIO Role
    • 16. Current and Future Distributions 0 100 25 50 75 Current Future Distribution of Distribution of CIOs CIOs
    • 17. CIO’s Spend Most of Their Time with Staff Large Time Spent Small Companies Mid-Size Companies Companies IT Staff or team 38% 41% 39% Company's Executives 22% 21% 23% Non-IT employees 20% 18% 17% IT vendors/service providers 10% 11% 11% External partners/customers 9% 9% 9%
    • 18. Business Strategists spend More Time in Business Function Transformational Business Time Spent Head Leader Strategist IT Staff or team 42% 39% 32% Company's executives 20% 23% 27% Non-IT employees 18% 18% 17% IT vendors/service providers 11% 11% 10% External partners/customers 8% 10% 14%
    • 19. Agenda • What are the emerging archetypes for CIOs and how do they spend their time? • How do senior non-IT executives think CIOs should allocate their time? • Does every company need an Strategy Execution Officer (SEO) to ensure implementation and effective use of enterprise platforms? • What is the appropriate scope for an SEO role?
    • 20. CIO - Staying Power • The average job tenure has risen steadily since 2004, though it is more than a year shorter at large companies than at small and midsize companies. • Average tenure in current position is* 5 Years, 20 Days *Source: The State of CIO 2007
    • 21. Roles to play Roles to focus • Chief Integration Officer • Chief Innovation Officer • Chief Irritation Officer • Chief Identity Officer • Chief Inoculation Officer • Chief International Officer • Chief Investigative Officer • Chief Information Officer Roles to avoid • Chief Inertia Officer • Chief Impediment Officer • Chief Inefficiency Officer
    • 22. CIO – Report lines 13% 7% CEO 41% COO 23% CFO Corp. CIO 16% Other
    • 23. Expected Competencies
    • 24. CXO Expectations from CIO  Strategic Orientation  Results Orientation  Market Knowledge  External Customer Impact  Collaboration and Influence  People and Organizational Development  Change Leadership  Team Leadership
    • 25. Agenda • What are the emerging archetypes for CIOs and how do they spend their time? • How do senior non-IT executives think CIOs should allocate their time? • Does every company need an Strategy Execution Officer (SEO) to ensure implementation and effective use of enterprise platforms? • What is the appropriate scope for an SEO role?
    • 26. Strategic Execution (Problems)  90% organizations fail to execute well-planned strategies.  Many brilliant strategies fail due to poor execution.  Insufficient information to employees about strategy and not providing enough resources.  Three Reasons Why Good Strategies Fail: Execution, Execution, Execution...  Two things to become success:  Ability to make good decisions  Ability to implement those decisions. People + Plans = Strategic Execution
    • 27. Strategy Execution Officer  Senior executive accountable for  Definition,  Design,  Implementation of Enterprise platforms,  some cases, use of a firm’s Digitized Process Platform.  In most organizations, the CIO is assuming this role, shifting the IT organization from enabler to leader.
    • 28. SEO Role – Enterprise Process Platforms Enterprise IT & Ongoing Process Operations/ Governance Continuous Improvement (11) (4) Project Design & Implementation (10) Designs Builds Platform Leverages Platform Components Platform Source : MIT Sloan 2008- Numbers reflect how many of 12 SEOs studied defined each responsibility.
    • 29. Responsibility 1: IT and Process Governance  Ensure clarity among senior executives about platform design.  Coordinate demands for enterprise change projects, most of which involve IT implementations.  Establish priorities for change projects based on multiple criteria: Organizational readiness Contribution to platform Ability to use platform Expected benefits  Work with senior executive team which either makes investment decisions or approves SEO recommendations.
    • 30. Responsibility 2: Project Design/Implementation  Ensure disciplined, effective project methodology.  Engage all key stakeholders early and often.  Provide expertise on process design.  Provide oversight and/or support of change management.
    • 31. Responsibility 3: Ongoing Operations  Provide enterprise services, usually as a shared services organization.  Accept accountability for continuous improvement of the platform.  Ensure that the enterprise is driving value from the platform.
    • 32. Agenda • What are the emerging archetypes for CIOs and how do they spend their time? • How do senior non-IT executives think CIOs should allocate their time? • Does every company need an Strategy Execution Officer (SEO) to ensure implementation and effective use of enterprise platforms? • What is the appropriate scope for an SEO role?
    • 33. SEO - Two Main Responsibilities  To ensure the effective execution of organization’s vision and strategy  To leave the organization more sustainable then when he joined. SEO Scope  Developing and overseeing the components of the core business-process platform  Accepting a leadership role in a company's IT governance  Brokering opportunities for driving value from the platform  Establishing an organization and incentives for sustaining the platform.
    • 34. Keys to Successful Execution  Develop a model for execution  Choose the right metrics  Don't forget the plan  Assess performance frequently  Communicate
    • 35. CIO • ‘CIO ? Career Is Over’. – That’s hopelessly out of date. – Maybe a more modern version might be… • ‘CIO ? Careering… Into Opportunities’.
    • 36. Acknowledgements • The Future Multi-dimensional CIO, Jeff Wacker, EDS, USA • The evolving role of CIO, David Henderson, IBM, UK. • Convergent thinking among the C-suite why integration and collaboration spell big opportunity for CIOs, IBM, USA. • The Enterprise of the future, IBM, USA. • The State of the CIO 2007 & 2008 Reports, CIO Magazine, USA. • The Role of the Government CIO, GSA Office of Citizen Services and Communications, USA. • The Secrets to Successful Strategy Execution, Harvard Business Review, USA. • In the age of agility, CIOs are agents of change and business transformation, Korn/Ferry International, USA. • All Roads Lead to the SEO, Jeanne W. Ross and Peter Weill, The Wall Street Journal, USA. • IT Governance Class Materials, Pallab Saha, NUS, Singapore.
    • 37. by Akbar Husein, Balaji Balasubramanian, Kartik Mahadevan, Prateek Mehra and Saranya Ranganathan Thanks

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