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The CIOs Agenda In Turbulent Times   By Tariq Elsadik
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  • Imagine, you are there right now in front of this raging bull… What do you think is going to happen? What are your choices?
  • Talking about Risk will not be complete without mentioning the GFC… what a rush? Although there are reports that suggest that the economy is starting to pick up, there are still some that say, the worst is still to come…With the benefit of hindsight, the global financial crisis of 2008-09 and the aftermath thereof have shown us that it is becoming increasingly complex to oversee and manage a plethora of interconnected risks that have the potential to devastate organizations overnight
  • What is the clear message here?In April the SEC said that they will announce a new set of measures and control to address this issue. Why, because we are humans and humans are, by nature, greedy… What happened will happen again, its just a matter of time. The question is, will we be ready for it next time!
  • So yeah, we are seeing winds of change alright. What is different about it right now is that it seems to be Global. But change is the only Constant we know of isn’t it? So why panic. I mean think about it for a sec…if we know it is inevitable, why does it seem that we are always caught by surprise?Big Bang… Seldom works. Break it up into pieces and things start to happen… KISSIf it doesn’t work the first time, try something new. And in the process you will discover. How many accidental discoveries have we humans made? As long as change is expected, its okay… but when it is not, we panic. Perhaps that is our nature. Perhaps that’s what we need to be able to innovate. Nobody said it better than Einstein….
  • So, how is the world of a CIO changing?Well, let’s start with Budgets first….well, it should come as no surprise. Resources in this climate is scarce.Transformation is always challenging because it has to deal with People, Process and Culture. This is about behavior.External catalysts may appear unexpectedly without warning. These include fundamental changes in the business climate as a result macroeconomic events (e.g. the recession or is it Depression we live in)Oh, if you are wondering about that character on the top there, and the title of this slide, it’s from a book that I had read a while back that deals with Change. In fact, this book is arguably, the #1 best selling book on change. Written by Dr. Spencer Johnson
  • The Discipline of Market Leaders written by : Michael Treacy and Fred WiersemaOperational Excellence customer proposition is simple: low or lowest price and hassle-free service Wal-Mart, McDonalds – ToyotaProduct Leadership offer products that push performance boundaries - Example Mercedes Benz Intel, Nike, 3MCustomer Intimacy is about delivering what specific customers want -Airborne Express, Hotels


  • 1. The CIO Agenda in Turbulent Times
    CIO Middle East Strategies
     Tariq Elsadik
    CGEIT, CISA, CISM, CISSP, MBCS, BS7799 LA, EFQM LA, ISO 20000 Consultant
    Chief Information/Excellence Officer
  • 2. The Scene
    The Challenge
  • 3. What would you do when you are confronted with …
  • 4. 2007 – 2009 Global Financial Crisis
    According to the IMF
    The Global economic slowdown is so severe that the world economy will contract for the first time in 60 years
  • 5. Slide 5
    Don’t just panic, chart your course of action
  • 6. Driven by greed…
  • 7. The Winds of Change have blown indeed…
    Change is the only Constant
    Change isn’t only about the Big things, but about a series of little things
    Change is disruptive but at the same time presents opportunities
    The Whole of Science is nothing more than a refinement of everyday thinking
  • 8. The Scene
    The Challenge
  • 9. the
  • 10.
    INSANITY: doing the same thing over and over again and expecting different results
    Albert Einstein

    think outside-of-the box
  • 11. IT / Business Culture
    Every organization has an alignment culture between the business and IT, and each is as unique as the organization itself. It can be:
    collaborative or argumentative,
    structured or unstructured.
    An integral part of the business planning and operational processes or added on to as an afterthought.
    It can be ingrained or it can be reactive
    Slide 11
  • 12. Come to terms with the Business View
    The Value Question: Do we have?
    • A clear and shared understanding of the expected benefits
    • 13. Clear accountability for realizing the benefits
    • 14. Relevant metrics
    • 15. An effective benefits realization process
    The Strategic Question: Is the investment?
    • In line with our vision
    • 16. Consistent with our businesses principles
    • 17. Contributing to our strategic goals
    • 18. Providing optimal value, at affordable cost, at an acceptable level of risk
  • Come to terms with the IT View
    The Architecture Question: Is the investment?
    • In line with our architecture
    • 19. Consistent with our architectural principles
    • 20. In line with other initiatives
    The Delivery Question: Do we have?
    • Effective and disciplined service management
    • 21. Competent and available technical and business resources to deliver the required capabilities
  • Who Moved My Cheese?
    IT Budgets are under increased Pressure
    Nimble but…Transforming an organization is always challenging
    Change Drivers … External= Urgent (Macro) vsInternal= More Time.
    Expectations of service will not reduce, but support for investment, training, people development will.
    Business / IT Alignment … is still very much an Open Issue
    Passion to get things done and challenge the status quo
  • 22. The IS
  • 23. KnowThyValue-Proposition
    The CIO span of influence and accountabilities have been changing and expanding. Yet, perhaps the greatest opportunity to be an invaluable strategic partner lies ahead
    Operational Excellence Success Principles
  • 24. Market
    Suppliers / Customers
    Interact with
    Business Services
    Governed by
    Business Processes
    Executed by
    Business People
    Enabled by
    IT Services
    Developed Through
    AligningBusiness & IT Goals
    Enterprise Spread
  • 25. SMARTObjectives
    Strategy for Success
    BU Strategies
    Co. / Unit
    Vision / Mission / Business Goals
    President / CxO
    Define a Set of Top Objectives to be cascaded throughout the organization
    Top Down / Bottom up
    Leadership Layer
    Define set of Objectives relevant to strategy and cascade to relevant areas
    Top Down / Bottom up
    Define set of Objectives relevant to strategy and cascade to relevant areas
    Department 1
    Department 2
    Department n
    Tariq Elsadik- Slide 18
  • 26. Business Environment
    Leadership Support
    Organization Culture
    Learning &
    (IT Goals)
    Performance Measures
    Risk Management
    A Conceptual Delivery Model
    All IT resources are centralized under a single reporting structure with centralized resource allocation (staffing). The organizational structure is built around resource pools. Line managers are replaced by resource managers.
    IT is centralized under a single enterprise CIO. All IT systems and budgets reside at the corporate level.
    IT is decentralized by business unit, operating group, subsidiary, or geography. Each of these entities has its own CIO, IT organization, and IT budget. There is little or no attempt to coordinate across units or with corporate. Corporate IT supports the corporate HQ staff and perhaps some enterprise wide applications.
    IT takes on a hybrid structure. A centralized IT organization supports all infrastructure and enterprise wide applications, usually in a shared services environment. Individual business units maintain their own applications development organizations and budgets for BU- specific systems.
    Source: Forester Research - 2005
    Decision Making Process
    Reduce costs
    Sustain market share
    Improve customer satisfaction
    Grow revenue
    Enablenew products and/or services
  • 27. The Scene
    The Challenge
  • 28. GARTNER : “Meeting the Challenge – The 2009 CIO Agenda
    As enterprises face a challenging economic environment, IT spending budgets will be essentially flat with a planned increase of 0.16 percent in 2009, according to results from the 2009 CIO (1,527) survey by Gartner
    Tariq Elsadik- Slide 21
  • 29. Global Survey on IT Governance
    Realizing the Real Problems
    Take Home: When all aspects of the problem are taken into account, the most important
    problems are:
    Staffing Issues
    Service Delivery
    Proving the Value of IT
  • 30. Practices that returned the most value
    Observation: It is clear that the most pragmatic/practical practices are indeed the most popular.
  • 31. Organizations use well known Frameworks
    What (IT governance) solutions/frameworks do you use or are you considering using?’
  • 32. Investment Decisions
  • 33. The Scene
    The Challenge
  • 34. Remember me?
  • 35. Slide 28
    How do we approach IT Governance?
  • 36. Make IT happen
    Tariq Elsadik- Slide 29
  • 37. Make IT happen
    Tariq Elsadik- Slide 30
  • 38. Words of Wisdom
    Mindsets have shifted!
    No one said it better than a C-level business executive from the travel and entertainment industry:
    “I do not want IT solutions to be just about productivity and efficiency gains. If we are notproductive and efficient at this point, we are in the wrong business.
    I need my IT colleaguesto be real business partners and bring solutions that will enable our company to win newbusiness, convert more prospects to customers, increase our market share, and get into thenew markets.
    I need IT to be a true business partner, not a cost centre.”
  • 39. Tariq.Elsadik@gmail.com