IT Manager 2.0 Workshop at Enterprise 2.0
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IT Manager 2.0 Workshop at Enterprise 2.0

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IT Manager 2.0 Workshop at Enterprise 2.0 IT Manager 2.0 Workshop at Enterprise 2.0 Presentation Transcript

  • IT Manager 2.0 Michael Sampson Principal Advisor Collaboration Success Advisors, Ltd.
  • Agenda Finish, Lunch 1215 So What? 1200 IT Manager 2.0 -- Five Issues 1. New Tools 2. From Vendors to Utilities 3. Security 4. Alignment 5. Focus and Intent 0930 Why are you here? 0915 Outcomes, Approach 0900
  • IT Manager 2.0 strategic role can make an impact within the business “ senior information executive” CIO GM of IS IS Manager View slide
  • Outcomes
    • … what 2.0 means for the IT Manager / CIO / senior information executive
    • … a place and time to discuss these changes
    • … a personal strategy for responding
    View slide
  • Approach five key issues evidence questions analysis summary 1 2 3 4 group discussion exercises debate
  • Why are you here? Name Organization Geography Outcome
  • Trends trends user affinity with and advocacy of specific tools easy access to other IT tools cross-organizational initiatives / groups mobility angst with the “business prevention department” consumerization of IT IM, SharePoint, Basecamp
  • Five Issues for IT Manager 2.0 2.0 new tools from vendors to utilities security alignment focus and intent 1 2 3 4 5
  • New Tools
    • McAfee’s assertion:
      • “ fundamentally different …”
    • SLATES … Search, Links, Authoring, Tags, Extensions, Signals
    • Eg, Blogs, Wikis, RSS
    1
  • New Tools 1 # 1 are they really fundamentally different? is the techology different or the mode of governance? what outcomes are critical?
  • From Vendors to Utilities
    • “ IT is just like a utility provider” (Carr)
    • For vendors … aggregation of demand
    • Examples:
      • Hosted CRM
      • Hosted Email
      • Hosted Collaboration
    asset service 2
  • From Vendors to Utilities organization vendor buy sell IT install manage customize organization utility lease provide IT vendor buy sell IT install manage customize vision outsourcing procurement 2
  • From Vendors to Utilities
    • IT organizations today must assemble piecemeal components
    • Utility computing = outsider does it all
    • Three technical trends:
      • Virtualization (platform agnostic)
      • Grid computing (pooled capacity)
      • Web services (standard interfaces)
    2
  • From Vendors to Utilities # 2 degree of relevance impact on staffing strategy impact on innovation 2
  • “ Can my team use Basecamp?” 3 … IT will say: “No”
  • Security 3 Big Org Partner Org Client Org Small Org Comp. Org everyone inside everyone everywhere
  • Security 3 www.michaelsampson.net/2007/02/it_manager_20.html
  • Security 3 # 3 are there real reasons here? is there a middle ground? how do we explain the issues so others “get” it?
  • Alignment
    • Strategies of the business and IT are aligned
      • Adds value to the business
      • Not just reacting to the business
    • Collaborative exploration of options
    • To serve the business vs. IT fiefdom
      • Balance shared vs. special infrastructure
    4
  • Alignment
    • Theory … “alignment is good”
    • Practice … alignment is difficult
    4 IT business IT business
  • Alignment
    • Approaches to forming IT strategy:
      • Collaboration between IT and business
      • Integration of IT and business strategy
      • Technology-driven business innovation
      • Multi-year planning
      • Opportunities to use emerging tech.
      • IT capabilities of competitors
    4 McKinsey (2007)
  • Alignment 4 McKinsey (2007)
  • Alignment 4 # 4 is this an issue at your firm? what does alignment in a 2.0 world look like? Does it change anything? what can you do to make it happen more fully?
  • Focus and Intent
    • CIO as “teacher” and “prophet”
    • Focus …
      • Business planning
      • Future thinking
    • Requires previous success in building a solid IT foundation
    5 Norton Nolan Institute (2001)
  • Focus and Intent
    • Multiple elements to the job
      • IT strategist
      • Functional manager
      • Business strategist
      • Technology advocate
      • Change agent
    5 Cash and Pearlson (2004)
  • Focus and Intent
    • Multiple elements to the job
      • IT strategist
      • Functional manager
      • Business strategist
      • Technology advocate
      • Change agent
    5 Cash and Pearlson (2004) “… the CIO is actively involved in exploring new business opportunities, in advising line managers on how to launch IT-dependent business ventures, and in defining priorities for fundamental organizational transformation.”
  • Focus and Intent
    • Outsourcing; impact on innovation
    • Software development practices
    • Customers
    • Service-Oriented Architecture
    • Consumer IT impact on enterprise
    • CIO reporting relationships
    5 CIO 100 Symposium (2006) six issues
  • Focus and Intent
    • “ … the CIO has to think and talk like a business person”
    • Dual planning horizons
      • Short-term … Quarterly
      • Long-term … Multiple years
    • Communicate across the enterprise
    • Hang out with CxO peers
    5 Gartner (2007)
  • Focus and Intent
    • Leadership … for IT and busines
    • Envision new opportunities
    • Convince and energize CxO peers
    • Negotiate for resources
    5 CMP Business Innovation (2007)
  • Focus and Intent 5 # 5 where does your time go today? what’s the most important contribution you could make? how does your agenda need to change?
  • So What? 1 2 3
  • Thank You! Michael Sampson [email_address] Principal Advisor, Collaboration Success Advisors, Ltd. www.collaborationsuccess.com www.michaelsampson.net (happy to discuss further; I’m here all day)