1. IT LEADERSHIP -- The most imperative trait for success

6. Perceptions about IT ISSUE IT is a Liability IT is an Asset Are we getting value for money? IT is a cost IT is making significant contribution How important is IT? Irrelevant to us Interesting success stories How do we plan for IT? Plans by specialists Part of business thinking Is the IS function doing a good job? General cynicism about IT track record Is no longer an important agenda What is the IT strategy? Many applications are being developed Focused on a few key initiatives What is the CEO’s vision of IT? Limited role Role in business transformation What do we expect of the CIO Specialist functional Manager Viewed as a contributor to business thinking

13. TOP MANAGEMENT RESPONSIBILITY * Create a business vision of an IT enabled company * Involve a trusted alley as CIO * Position the IT Function as a Strategic Function CIO’s RESPONSIBILITY * Focus on Business Imperatives * Build and manage infrastructure * Build a team of trsuted alleys * Create a shared vision of the role of IT * Develop and manage relationships LINE MANAGEMENT RESPONSIBILITY * Provide room for incorporating IT * Acceptance of shared responsibility * Own your systems THE IT MANAGEMENT : Roles & Responsibilities

14. Business Vision IT Vision/ IT Strategy Strategic Vectors Business Stretegy General Management IT Management IT Technologists Technology Concepts Standards Protocols Performance Compatibility Guidelines Key Issues Operating Systems Data Bases Applications Communications Processors Technology Selection Hardware Software IT Knowledge - 10-20 % IT Knowledge - 40-60 % IT Knowledge - 80-90 % Business Knowledge - 80-90 % Business Knowledge - 40-60 % Business Knowledge-10-20 %