Ajay Dhir, Group CIO Lanco Infratech spoke at the CIO Event (dot) com/me

1. The new CIO Leader : Managing in
Turbulent Times
CIO Mid East
Dubai – September 10th, 2012
AJAY KUMAR DHIR
EXECUTIVE DIRECTOR & GROUP CIO
LANCO INFRATECH LIMITED

2. Today‟s volatile times present a major opportunity for CIOs
to transform and drive substantial IT enabled business
change. There has been great uncertainty in global business
Global economic uncertainty
Threats to business continuity
Globalization and the Multi-Polar world
IT abundance

3. For the CIO – uncertain times present
an opportunity in three areas
• It is now a competitive imperative – you have
to optimise IT costs, enable the business to
IT industrialisation achieve structurally lower costs AND deliver
improved quality
• Increase strategic focus in 3 key areas and
Deliver IT enabled position the business for growth:
business advantage 1. Business relationship management
2. Information strategy
3. Enterprise Architecture
Balance and • There is a pressing business priority to
manage enterprise “balance Enterprise Risk with increasing
risk business demands” and ensure appropriate
business continuity

4. Industrialisation of IT – increasingly a
competitive imperative
• Few strategic partners
Simplify • Global standards for technology
• Few local solutions – global templates
• Methods
Standardise • Processes/Procedures
Industrialized IT: • Workforce management
use of methods
common in Labour arbitrage
and skills pools
manufacturing and
global supply chain
• Common tooling
Automate • Governance transparency
• Performance metrics and reporting
• CMMI
Continuous • 6 sigma
improvement • Lean development

5. There are more than 100 IT Cost
Reduction Levers . .
Infrastructure Process Application Security Organization
Printer/Fax Operations Non standard/Shadow IT costs Project portfolio investment
PKI Rationalization Procurement Spend Review
Review review Review
Telecom Expense Disaster Recovery Re-
Quota Management Review License Spend Supplier Rationalization
Management Prioritization
Server/Storage/Database Perimeter Security
Self-Service Renegotiate Service Levels Vendor SLA
Consolidation Rationalisation
Security Software
Facilities Consolidation Dynamic Provisioning Portfolio Rationalization Contract renegotiation
Consolidation
Rationalise test and development Security Information &
Thin client computing Workplace Collaboration Operating Models
environments Event Management (SIEM)
Virtualisation Process Reengineering Application Consolidation Compliance Automation Sourcing Strategies
Role Based Network Access
Automated Provisioning IT Process Automation Application Replatforming Organizational Design
Control
Information Lifecycle App Refactoring and Enterprise Identity
Unified Communications Shared Services
Management Decommissioning Management
Enterprise Architecture Security Infrastructure
“Green IT” ITILv3 Multi-vendor Sourcing
Rationalization Consolidation
Infrastructure Sourcing
Minimize Optimize Redesign
Outsourced/Managed
IT Process Sourcing Services Application Sourcing Services Managed Services
Services Security Services

6. Top CIO Challenges
1. Maximize utilization of existing resources – manpower, technology
assets, infrastructure etc., “do more with less, continue doing more with
less…”
2. Retention, Training and Reskilling of internal talent in the organization.
Strengthen People Management and Leadership skills for self as well
3. Identify areas of opportunity within the organization for cost reduction and
value creation. Adopt simple practices as recommended by TPM, Kaizen etc
to generate quick wins and create visibility of IT
4. Establish „partnership‟ with strategic vendors and service providers with a
focus on co-creation of value in a collaborative manner. Examine current
contracts and renegotiate wherever possible, or factor in value addition to
get more from the same contracts
5. Create a focused approach for Corporate Information Security and
protection of Intellectual Property

7. Top CIO Challenges
6. GRC – Corporate Governance and creating a Risk and Compliance
Framework
7. Infrastructure Management – Extending the lifecycle of the
investments made
8. Virtualization and Consolidation
9. IT enabling the organization, to drive operational and process
efficiencies
10. Extending the value chain of Enterprise Applications to external
stakeholders

8. Top Enterprise Technologies
1. Enterprise Content Management
2. Information Security Management
3. Business Intelligence / Analytics
4. Disaster Recovery / Business Continuity Planning
5. Collaborative Computing / Open Source
6. Cloud Computing
7. HMI (Plant to Business Integration – Shop floor to Top floor)
8. Green IT
9. Virtualization and Consolidation
10. Unified Communication and Telepresence

9. Qualities of a good leader
1. The Ability to Inspire
2. Communication skills
3. Operational Credibility in driving results
4. The Ability to Prioritize
5. Creativity and flexibility (the ability to embrace change)
6. The Ability to be a “Fish Out of Water” leader
7. The ability to position one‟s organization as a hub for talent
8. Consistency

10. The 4Ps – Keys to Success
1. Perception – Shape how you are viewed
2. Profile – Craft more than your org chart slot
3. Participation – Don‟t wait to be asked
4. Performance – Stand and Deliver
• There is no future for the „order taking, looking only for
efficiencies‟ type of CIO : Change or be ousted.. KPMG
Report
• The big game in town now has moved on from efficiency – although
that is still important – to how everybody exploits IT to create
value and what that does for a company‟s investment plans and
the changes that the company makes… Chris Potts, IT
Strategist and author of FruiTion

11. How CIOs should think about
business value
• Many organizations can‟t get a true fix on the value IT adds to the
businesses it serves : defining, measuring and maximizing that value
remains elusive
• Grasping the business value from IT is challenging. CIOs who are
successful in this endeavor, broaden their scope of action beyond
the technical sphere and traditional IT levers

12. The CIO Agenda

13. What is shaping the IT agenda?

14. How can IT add Strategic Value to
the Enterprise ?
1. Revenue growth/customer reach
A leading study by Microsoft and the Harvard Business School found that
leading IT functions can improve revenue growth by almost 7%.
Source: Research study by Keystone Strategy
Inc. Harvard Business School and Microsoft
2. Profitability/cost competitiveness
A study by the Hackett Group found that top IT performers generate $1.07
billion more operating profit on an annual basis and $645 million higher net
profit
Source; “Delivering Value Through IT Business Value Management”.
3. Shareholder value/stakeholder confidence
A study by the Corporate Executive Board found that overall competence in
the IT function can increase Total Shareholder Return by as much as 20%;
Source: “The Performance Payoff”.
4. Risk reduction
A study by the ISF (Information Security Forum) found that the 30% of top
performers in Information Security have significantly fewer security incidents
(37%).

15. Do these trends imply changing the look out
towards IT ?
Organizational considerations
► Diversification planned
► Growth plan
► Inconsistencies in IT functions
► How to achieve the required automation
► Empowering IT group with a certain set of
policies and procedures
► How to make sure that the information
needs of various stakeholders are being
fulfilled
► Is IT satisfying the automation and
information needs at all levels
► How to manage a the IT function

16. Addressing the top IT challenges

17. Strategic Alignment - Business Strategy or IT Strategy? Is
there an answer?
► Today's organizations have adopted information technology
in an “enabler role‟ over a past perception of “supporter role‟.
► Considering the benefits derived due to IT enablement the
annual budgets of organizations includes IT initiatives.
► Having decided to invest in information technology, management
of most organizations want to align IT adoption in line with the
business strategy .
► To address the above concern, one has to consider the
information universe. This will take into account the business
strategy and information needs of the organization.
► Based on the business strategy a “fit for purpose‟ IT
strategy is developed which enlists the IT initiatives to support the
short and long term business goals.
► IT strategy also provides a roadmap for implementation
of the initiatives and guidelines on the governance models for the
implementation plans.

18. Strategy for “Best in Class” enterprise
Drivers
►Draw out synergies between
businesses across:
► IT strategic initiatives
► IT application and infrastructure
► IT Service Management
► People and Processes
► Evolve IT as business enabler
for future business growth and
competitive advantage
► Establish Aligned and
Accountable IT organization
► Industry Benchmark to leverage
and adopt leading practices

19. How to get there ?
Developing Leverage New Technology External IT Strategy Define Gaps Best in Class
of the Existing Initiatives Focussed and - Initiatives Evolve IT as a
Vision Investments Adopt new Ascertain the Roadmap to cover “Strategic
Improve by technologies to need/extent gaps and enabler”
bridging gaps support business of As an “engine” create
in current growth collaboration of change in
Alignment to charter
utilization with business
business objectives
The final
partners for destination
seamless Outsource
integration non-core
essential
New
application
External dimensional
and
Partners technology
associated
IT and enhancement infrastructure
Technology Initiatives stakeholders
Visioning optimization
An escalator of change for the enterprise
Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6

20. Methodology

21. Generating value-in-use :
IT Generated Value
SUB HEADLINE

22. Finding Levers where IT and Business Units intersect :
Business Performance Through IT

23. Building Alliances

24. Dynamics of Value Creation through IT

25. Creating Business Value through IT – Benefits and
Challenges

26. Business Relationship Management–
Increased role in investment planning and driving IT enabled
business process and innovation
Business
IT Organisation
Supply/Demand Resource
Strategy Investment Planning
Demand Balancing
Refresh Planning
Planning
Doing the Right Things Doing Things the Right Way
Business Service
Change Change
Delivering the Benefits Delivering to Commitments
Service
Business Introduction Delivery
Benefits Resource
Change Management
Realisation Scheduling
Management
Responsibility
Externals Partners Vendors Suppliers

27. Enterprise Architecture –
Planning for simplification and avoiding tomorrow’s “fur-
balls”
•Key role in ensuring IT and
business strategies/process
transformations are closely
aligned
•Defining and managing technical,
application and information
roadmaps
•Reducing complexity, enabling
future flexibility/agility

28. Thank You
Contact me at :
akdhir@yahoo.com
akdhir@gmail.com