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Emerging Expectations of a CIO

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CIO's are witnessing significant change. Gone are the days of simply keeping IT running efficiently, reducing costs and mitigating risks. Today's CIOs must also balance a broader role on the executive …

CIO's are witnessing significant change. Gone are the days of simply keeping IT running efficiently, reducing costs and mitigating risks. Today's CIOs must also balance a broader role on the executive team and new responsibilities that directly influence business strategy.

Watch this recorded webinar and hear Carl Wilson, former Marriott CIO and executive consultant, and Craig Ledo, FrontRange Director of Product Marketing, discuss emerging expectations of a CIO and how to leverage IT to meet business demands.

Watch the full webinar: https://www.brighttalk.com/webcast/8533/68735

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  • 1. Emerging expectations of a CIOMarch 27, 2013
  • 2. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 2After a four-decade long career in business and technology, Carl Wilson retired fromthe position of Executive Vice President and Global CIO of Marriott International, Inc.,a position he held for 14 years.He is currently providing independent IT board and management advisory services,in addition to developing emerging talent as a CIO coach and mentor.As a technology innovator across multiple business segments, he has beenrecognized with various industry honors, including induction into the CIO Hall ofFame in 2007.Carl Wilson
  • 3. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 3► Chief Information OfficerThe role of CIO is relatively new, defined about 30 years ago.To be a successful, a CIO needs to be a solid business leader with strongbusiness acumen to hold his/her own with other C-level executives.If technology is a key component of the product or service that the companyoffers, the function of CIO is best served under the CEO or COO.The CIO needs to be at the table where key decisions are being made to beable to effectively apply IT to solve business challenges.The CIO must be ready and willing to enter the Board Room.Expectations of a CIO
  • 4. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 4► Guide senior leadership teams through strategic goaldevelopment, tactical planning, and global implementation initiatives.The expectations of IT and CIO’s in particular are undergoing significant change.The traditional perception of IT simply reacting to the implementation ofpredetermined requirements set out by the business can no longer be perpetuated ifan organization wants to thrive and survive in the modern world.In today’s world the role of IT and the CIO is no longer just to support the businessstrategy, but to help shape the business strategy.Help shape business strategy
  • 5. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 5Adaptability► Identify and utilize technologys innate value to align IT organizationswith profit goals, as well as to shape business strategies.We are witnessing a fundamental shift in how CIOs in high growth companies are beingintegrated as members of the senior executive team, proactively involved in developingstrategy and solving business problems – not just technology issues.Today’s CIOs are being asked to put the processes in place to enable commercial agilityand allow for dynamic change.Clearly, those organizations best suited to adaptability stand the greatest chance ofsuccess of being competitive and successful in a global economy that continues toundergo changing business practices at an unprecedented rate.
  • 6. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 6Chief Adaptability Officer► Empower teams to deliver enterprise-wide solutions by assimilatingexisting and emerging information technology to produce a competitiveadvantage.Conflicting responsibilities are emerging: new innovative ideas have to be realizedpractically, costs have to be reduced while business value is raised, and the CIO notonly has to lead and inspire the IT team, but also champion the strategic importance ofIT within the organization as a whole.CIOs still need to keep the IT environment running at peak efficiency, keep costs down,and mitigate risks.In some respects, the CIO title may be changing to CAO: Chief Adaptability Officer.
  • 7. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 7CIO competitive advantage► Clearly define goalsCIOs need to be masters at understanding how quickly their organizations can learn andchange.If you overrun your organization’s ability to change with the technology that youimplement, you will create waste and frustrate your business partners.You must help your organization learn and change and gain competitive advantage.The role of the CIO is being invested in and it is up to him/her to impact top and bottomlines.It’s about how IT and business strategy align. If you implement technology solutions thatare beneath your organization’s ability to learn and change, you risk contributing to aweakened competitive disadvantage.
  • 8. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 8TOP challenges facing CIOs► security► mobility► flexibility/agility► cloud► big data/analyticsThe CIO must maintain an athletic stance to be successful in movingfrom premise to cloud and back again.
  • 9. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 9CIO Survey Results & FrontRangeCraig LedoSenior Director, Product Marketing
  • 10. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 10Survey BackgroundTHINKstrategies  and  FrontRange  teamed  up  to  conduct  a  survey  to  be:er  understand  how  the  Cloud  technology  trend  is  impac?ng  the  IT  Service  Management  (ITSM)  needs  of  organiza?ons.    341  people  worldwide  par?cipated  in  our  survey  which  was  conducted  in  December  2012  through  January  2013.    
  • 11. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 11Survey ResultsWhat are the three top drivers when choosing an ITService Management (ITSM) solution?
  • 12. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 12Survey ResultsWhat delivery model best describes how you arecurrently deploying your ITSM solution?
  • 13. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 13Survey ResultsHave you leveraged an ITSM platform within otherbusiness divisions?
  • 14. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 14The FrontRange Difference
  • 15. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 15CustomersHeadquartersCompanyProduct•  Global leader in Hybrid IT Service Management (ITSM) solutions•  20+ years of technology leadership•  HEAT manages millions of service interactions a day for morethan 15,000 leading organizations of all sizes around the world• Based in Silicon Valley, CA• Offices and partners in 45+ countries worldwide•  Only ITSM provider that delivers Service Management solutionswith fully integrated Voice Automation and Client Managementcapabilities on-premise and in the cloudFrontRange At A Glance
  • 16. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 16FrontRange Difference•  Flexible, single service management solution with “fit-for-purpose”cloud, on-premise and hybrid deployment models•  Advanced ITSM solution with fully integrated voice-enabledcapabilities•  Complete end-to-end, integrated client management capabilities
  • 17. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 17Summary•  Next generation solutions must allow for:•  Cloud and on-premise deployment models•  Provide for every stage of ITSM maturity•  Bridge the service / client management divide•  Allow for deployment outside of traditional IT•  Why HEAT from FrontRange?•  Global leader in Hybrid ITSM solutions for enterprises of allsizes•  Only ITSM provider that delivers Service Management withfully integrated Voice Automation and Client Management•  HEAT is the most flexible, advanced and complete ITSMsolution that fits every phase of the ITSM Maturity Model•  HEAT manages millions of service interactions a day formore than 15,000 leading organizations around the world•  Our customers deliver world-class service while maximizingoperational efficiencies with reduced cost and complexity
  • 18. ©2013 FrontRange. All rights reserved. Proprietary & Confidential. 18Thank you“Are you prepared to fulfill or supportthe expectations of a modern CIO?► Q & A

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