The evolving role of the cio mkg occiort 021011


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The evolving role of the cio mkg occiort 021011

  1. 1. The Evolving Role of the CIO<br />Keith Golden<br />Orange County CIO Roundtable <br />10 February 2011<br /><br />
  2. 2. Overview<br />Historical background<br />CIO archetypes<br />Three roads to (our) disintermediation <br />Mobile/Democratization of Technology<br />Business Process Ownership<br />Cloud Technology<br />Discussion<br />
  3. 3. What Does CIO Stand For?<br />Chief Information Officer<br />Chief Innovation Officer<br />Chief Integration Officer<br />Chief Internationalization Officer<br />Chief Irritation Officer<br />Career Is Over?<br />
  4. 4. Some of the changes we’ve seen<br />
  5. 5. IT Leadership Transformation<br />
  6. 6. CIO Role Defined<br />“The manager of information systems in the 1980s has to be Superman—retaining his technology cape, but doffing the technical suit for a business suit and becoming one of the chief executives of the firm. The job of Chief Information Officer (CIO)—equal in rank to chief executive and chief financial officers—does not exist today, but the CIO will identify, collect, and manage information as a resource, set corporate information policy and affect all office and distributed systems.” -- William Synott, First National Bank of Boston, 1980<br />
  7. 7. Four Classic CIO Types<br />Source: CIO Magazine<br />
  8. 8. Meanwhile…Back At The Office<br />CIOs may be expected to be innovators, turnaround specialists, operational maximizers& business leaders each & every day<br />
  9. 9. IT, Business & Business Strategy<br />Doff the technical suit for the business suit… (Synott,1980)<br />Ironically, keeping the IT utility running is no longer considered a valuable job skill; it's an expectation. Delivery gets you in the game, Then it becomes what you can add on top of that. (Michael Gerrard, Gartner, 2007)<br />Business leaders are looking to IT to drive value across the enterprise…however this will tax IT executives, with whom satisfaction is currently fairly low. (McKinsey & Company, 2010) <br />
  10. 10. Trouble<br />If you can’t keep the existing applications & infrastructure running, you probably won’t have much time for strategic concerns…<br />And if you don’t have much time for strategic concerns, you are probably already in trouble…<br />
  11. 11. Conventional Wisdom<br />CIOs must:<br />Align with the business & business strategy<br />Develop leadership ability & people skills<br />Break down silos<br />Anticipate & drive change…“be the change”<br />“Smart Source”/”Right Source” / Etc.<br />Cultivate board-level influence<br />Partner more<br />Spend less<br />Deliver, deliver, deliver<br />
  12. 12. Trend #1Mobile/Tech Democratization<br />PCs are losing out to mobile phone/tablet platforms*<br />Computing power<br />Cloud/Data Ubiquity<br />Community/Social Media<br />Cannibalization (of functions from other products)<br />Creatives(smartest young engineers are here)<br />Competition (still wide open)<br /><ul><li>What does this mean for IT & CIOs?</li></ul>* Source: Bye-Bye PCs & Laptops, WSJ, Malone & Hayes, 1/7/2011<br />
  13. 13. Um, thanks…<br />
  14. 14. Trend #2Business Process<br />Own the business process or be owned by it?<br />The business runs on IT’s platform—IT may dictate business processes (at one extreme) or merely support them (at the other) but who really owns them in the enterprise? <br />The functional areas themselves?<br />The functional areas plus IT?<br />IT?<br />CIO as Chief Process Officer*<br />Really?<br />*From CIO to Chief Process Officer, F. Abbolhassan<br />
  15. 15. The Customer Is Asking For BP Optimization<br />From How IT is Managing New Demands, McKinsey & Company Global Survey 2010<br />
  16. 16. Trend #3 Cloud Technology<br />80% of McKinsey respondents are experimenting with Cloud tech; 63% are using it now<br />IT users throughout the enterprise are becoming more sophisticated and new cloud apps can be relatively simple to set up initially<br />IT vendors—cloud vendors particularly— are increasing selling directly to functional departments<br />How important are we if someone else owns the business process and the boxes & wires?<br />
  17. 17. Closing Thought<br />No dimension of business practice is more dynamic than information technology.<br />-- Anonymous<br />
  18. 18. Discussion<br />