The CIO Partnership offers a range of capabilities from deep technical strategy, Information security (forensics and management), hardware inventory and software licence management; through to major programme management and organisational change, all of which are delivered by recognised domain experts and former CIO’s and IT Directors, who are able to roll their sleeves up and get stuck in to deliver their own hard won experience.
CultureCulturally-based resistance to sharing, especially dataNot invented here syndromeCollaboration is something we want to do but act to avoidMany charities long established, organisational models may need changes to bring in line with 21stcentury While familiar with pace of change in respect of philanthropic needs, may not be familiar with pace of change in respect of new business models supported by new technologiesThe approach with the broadest impact can be the hardest to measure:Supporting an individual vs. supporting those around an individual vs. changing universal policy & practice vs. changing attitudes & norms
Many strong forces are at work to radically change the way all organisations go about their businessAlthough charities have many distinct and discrete characteristics, they are not exempt from these changesA great opportunity exists to add value to all charity stakeholders, by reviewing IT focus and the surrounding culture that promotes it. With some give and take:the IT function can up the ante, reinvent itself and become more strategic, find its way onto the top table and be seen to have influenced topline philanthropic successCharities can up the ante by developing an understanding of the benefits IT can bring to the philanthropic mission
Eduserv Symposium 2013 - Threat or opportunity?
Adam FisherNot for Profit Practice LeadThreat or Opportunity?Charities and IT both face tremendous change
uncertainty,ambiguity,complexity,bottom vstopline,need for agilityBarriers to progressWinds of change are blowing across IT and Charitiesboth must steer a difficult course to turn these into opportunities …increasingsecurity,scrutiny,compliancedemographicchange,new expectationsof both IT andCharitiesnew technologies,methodologies,accelerating anddisruptive change,big data, cloud,BYOD etc
Barriers to progressCharities have special characteristics• What constitutes a “good” charity? Admin costs are rarely a usefulindicator, metrics are hard to establish• Fundamental characteristics need to be understood and managed:Private sector (ideally) Charities (to some extent)Tangible, common goals withstraightforward metricsMany and varied aspirations, with subjectivemeasuresAuthority at the top, limited consensus Complex governance, consensus importantLimited stakeholders & speedy decisions,consistent processesMany and varied stakeholders, decisionsmay take time, processes vary
Where has the CIO been?Typical characteristics of a “retained IT” functionWhere has IT been?typical characteristics of Charity (and other) IT functions c.2000BackendData centreNetworksApplicationsBackup/DRSecurityCoreStrategyArchitectureRelationshipsSuppliersDataProjectsFrontendConnectivityService andsupportUser devices• Focus: bottom line, efficiency, effectiveness, standardisation• Culture: reactive, risk averse, control• C-level access: limited, little strategic inputTypical budget/effort priorities
• Focus: top/bottomline balance, value add,strategic alignment• Culture: agile, partnering, innovative, informed, shared risk• C-level access: IT representation at top tableTypical prioritiesWhere has the CIO been?Typical characteristics of a “retained IT” functionWhere is IT headed?massive technology, commercial and governance change across all sectorsBackendData centreNetworksApplicationsBackup/DRSecurityCoreStrategyArchitectureRelationshipsSuppliersDataProjectsFrontendConnectivityService andsupportUser devicesNo more “tin”- moves tocloud,externalproviders,S/I/PaaS,outsourcingmoves tocloud, mobiledevices,externalproviders, selfservice,always-onappsbecomes
Where has the CIO been?Typical characteristics of a “retained IT” functionHow should Charity IT adapt?some ideas for turning threat into opportunity• Develop deep knowledge and understanding of the sector• Deep dive into data stewardship, management, analysis, BI• Align IT strategy with philanthropic mission• Short term:• evolve data governance to deliver single source of information• partner with marketing/fundraising to exploit social media and digital channels• smart procurement for hosting, cloud services etc.• governance, support and security in place for a mobile stakeholder base• Medium term:• revise governance to better suit partnering and sharing of technology• slim down IT team, emphasis on change management, analysis, consultancy• transform data into wisdom and value• integrate services from multiple partners, suppliers and technologies• Long term:• success in the short and medium term will build the credibility needed to place IT atthe top table – influencing and adding value to the mission
• Many strong forces are at work to radically change the way allorganisations go about their business• Although charities have many distinct and discrete characteristics, theyare not exempt from the threats these forces could pose• A great opportunity exists to add value to all charity stakeholders, bychanging IT focus and the surrounding cultureConclusionpotential new outcomes for Charity IT