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Elevating the Role of the CIO to Strategic Business Partner

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This presentation was delivered by Vange Yianni, Changepoint Solution Consultant, during a seminar at Gartner PPM and IT Governance Summit 2013 in London, UK. The presentation explains that as IT …

This presentation was delivered by Vange Yianni, Changepoint Solution Consultant, during a seminar at Gartner PPM and IT Governance Summit 2013 in London, UK. The presentation explains that as IT transitions from a cost center to driver of business innovation - the CIO role is rapidly changing from technical advisor to business led investment advisor - focusing on prioritising the correct projects and ensuring that value is delivered to the business to help maximise the return on investment.

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  • 1. Elevating the Role of the CIOto Strategic Business PartnerVangeYianniPPM Solutions Consultant
  • 2. • The Changing Role of the CIO• Adopting the IT Investment Lifecycle–Key phases of the lifecycle–Benefits to the organisation–Risks• Future role of the CIOAgenda
  • 3. The Challenge……“For many years, CIOs have been talkingabout becoming a true partner to thebusiness and the executive managementteam. But relatively few have broken out oftheir comfort zones to actually become one.”“While 60% of CIOs strongly believe that they help enablefact-based decision making in relation to corporate strategy,just 35% of their C-suite peers agree.”17%ofCIOs havea position inthe executiveleadership team
  • 4. • Operational– Execution of the basics — keeping systems up andrunning, while keeping close tabs on theorganisation’s overall IT spend• Strategic– Provide justification of current decisions andcommunicating future directions and expectationsThe Changing Role of the CIO
  • 5. IT Investment Life Cycle5CaptureDemandPrioritiseProjectsInvest Basedon BusinessGoalsDeliver andTrackGoalsAssesstheImpactCommunicateacross theBusiness
  • 6. Capture the Demands of the BusinessRiskWithout properly capturing business demand, IT runs the risk of implementingprojects that have little to no impact on the business.
  • 7. • As a CIO, there are four “pillars” ofprioritisation that need to be balanced in anyinvestment decision:• Finances—use ROI, TCO, Cost of Service• Risks— minimize the business risks andclearly illustrate the risks associated with afailure to proceed• Systems architecture— Systems architecturedata allows you to determine how well thetechnology will fit into your organisation• Corporate alignment— aligning IT withcorporate strategiesPrioritize the WorkRiskIf projects are notprioritised according tobusiness goals, resourcescan be over committed ormisaligned.
  • 8. Invest According to Business PrioritiesRiskLow ValueLow Risk(Potential)High ValueHigh Risk(Potential)High Value• Low Risk(Fund)Low ValueHigh Risk(Do not fund)BusinessValueRiskWhen business priorities aresecondary, lack of consistencyand poor ROIs are common.Organisations can be forcedinto “decibel management.
  • 9. Deliver and Track Goals in Real‐TimeRiskWhen projects are notdelivered on time andtargeted to businessneed, marketopportunities aremissed, costs increase,and customersatisfaction candecrease.
  • 10. Assess the Impact of the WorkRiskWithout mapping aproject’s success rate tobusiness initiatives, it isimpossible to accuratelydetermine the impact ofyour IT investment.Unless your are engagedin a constant assessmentprocess, applications canperform redundantfunctions and reduce thereturn on your ITinvestment.
  • 11. Communicate with the EntireOrganisationRiskUnless you communicatethe true value of IT tobusiness decision makers,IT will be relegated to acost centre and unable toincrease innovationcapacity.
  • 12. FutureCIOswillneedto:• Serveasakeystrategist• Provideaventurecapitalistapproachintakingcalculatedrisks• ManageandmeasuretheperformanceandalignmentoftheITportfoliofund• MaintainvisibilityandacceptableriskthresholdlevelsacrosstheITportfolioSummary
  • 13. THANK YOU
  • 14. Formoreinformation……14website: www.compuware.com/changepoint
  • 15. © 2010 Compuware Corporation — All Rights Reserved15