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Alan Mumby - CIO Career Management

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Alan Mumby, Odgers Berndtson spoke at the CIO Event (dot) com

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Alan Mumby - CIO Career Management

  1. 1. CIO Career Management
  2. 2. Effective leadership is not about makingspeeches or being liked; leadership is defined by results not attributes. Peter Drucker
  3. 3. About us Over 200 worldwide partners Over 50 offices in 29 countries No.6 globally 1UK search leader
  4. 4. About us in TEC and CTO/CIO Over 35 worldwide partners 50 Over offices in 29 countries No. 3 globally 2 UK search leader
  5. 5. Offices: WorldwideLatin America North America Europe Africa & Asia PacificSão Paulo Boston Amsterdam London Middle East Beijing Calgary Barcelona Lyon Cape Town Canberra Chicago Birmingham Madrid Dubai Ho Chi Minh City Dallas Brussels Manchester Johannesburg Hong Kong Halifax Cardiff Milan New Delhi Montréal Copenhagen Moscow Shanghai New York Frankfurt Munich Singapore Ottawa Glasgow Oslo Sydney Toronto Hamburg Paris Tokyo Vancouver Helsinki Rome Istanbul Stockholm Leeds Vienna Lisbon Warsaw Ljubljana Zürich
  6. 6. Typical CIO/CTO engagements Aegis plc Global CIO Virgin Atlantic CIO Jaguar Land Rover CIO & CTO DWP CIO GoCompare CIO Conde Nast International CTO Huawei UK CTO Al Futtaim CIO The UK Government CIO
  7. 7. 21st Century CIO attributes Based on the job specifications from all 2011/12 CIO searches including both commercial and public sector profiles. Technical acuity at an appropriate level. Commercial instinct/prescience/strategic insight. Stature & gravitas. Board level communication skills. Refined leadership and team ethos. Team builder (people skills). Stakeholder management and influencer. Tendency to action and results – output focussed. Intellectual horsepower to stay ahead of the Board. Innovation and creativity. Capacity to deal positively with change and ambiguity.
  8. 8. The common link between attributes None, repeat none are measurable, not without significant psychological profiling. In the market therefore they all have to be inferred or deduced by interview, but are vital to establish. There is nothing you could write in your CV to convince us you have these attributes without meeting you. So how do you know how good you are? You start with what you have achieved?...........
  9. 9. Achievements and results of the CIO Should always be couched “What did I do, how well did I do it, and what did it do for the business” and always use numbers. Always. How about the following achievements? Implemented SAP in 6 months and retired three legacy applications? Restructured the IT team to be more customer facing? Managed a £60 million budget? Worked with the Board to develop a five year rolling investment plan that exactly dovetailed with the business plan?
  10. 10. Achievements and results of the CIO None of the aforementioned really make any impact. What would is; “Moved 500 users off legacy MS apps to Google cloud services at a cost of £250,000, at an estimated annual saving over 5 years of £3million in license costs alone, whilst improving service levels and availability by 5%. Project completed on a tight 6m timetable and 10% under budget.” What did you do, how well did you do it, what did the business get? Numbers.
  11. 11. Self-analysis – data to personal attributes Collect the top six achievements from the CV. Put them in a column on the left hand side of a blank page. Get your list of CIO attributes (no more than 15-20) on a separate page (leadership, stakeholder management, strategic thought..). Put the 3 or 4 attributes you used to deliver each achievement next to the achievement in the right- hand column. Some attributes will repeat…your strengths probably. Some will not appear…the things you need to secure in your direct reports as you do not major on them.
  12. 12. Turning insight into action The attributes you don’t use or have need to be developed or at least recruited into your team. The experiences you have detailed show the value you have added to organisations over time. Why not run your team by value add measures? The best teams set monthly “what value have we added” measures to their performance targets. It is no longer viable to say – our culture does not want or demand such insight. You should lead the change. If you want a Board seat you will have to. Scout for ways to add value by changing what you have, building new, retiring old. There is no value add in stasis. Make sure your CV reflects the value you have added BUT don’t harp on about your attributes – nobody will believe them UNTIL they meet you. Talk them into your interview, they are pointless by themselves on your CV.
  13. 13. Effective leadership is not about makingspeeches or being liked; leadership is defined by results not attributes. Peter Drucker

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