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Đạo của người CIO

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Đây là bài trình bày của ông Yun Ta Chun tại buổi Offline lần thứ 25th của Cộng đồng CIO Việt Nam và cũng là lần Offline đầu tiên tại Hà Nội.

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Đạo của người CIO

  1. 1. Cộng đồng CIO Vietnam Talkshow Đạo of the CIO 14 Dec 2013 YTC
  2. 2. Understanding Đạo  A concept of 'way', 'doctrine‘, 'principle'  Basic or fundamental set of connected behavior  Not a 'name' for a 'thing‘, but the underlying behavior  Differs from western ontology: it is an active and holistic conception of Behavior, rather than a static, atomistic entity
  3. 3. Understanding the Behavior • • Behavior starts with the Mental Framework Maths framework everyone can understand 1+1 = 2
  4. 4. Most Things behave this way + = + = Any Disagreement ?
  5. 5. Some behave this way + = + =
  6. 6. Chief Executive Officer CEO 1 +1 =4  Overall Performance  Maximum Profit  Minimum Cost  Principle of Multiplier    Investments Motivation Branding
  7. 7. Chief Financial Officer CFO 1 + 1 = 2.0000  Management of all financial matters  A job that challenges     accuracy, accountability returns of financial assets, and investments.
  8. 8. Chief Information Officer CIO 1- 1 = 1  Not just a management job for IT systems,  Its about how information     can be shared, integrated and exploited to produce better performance and Can bring about new way of doing things.  Communicating with the CEO, he translates his maths of 1-1(+2)=1(+2) into 1+1=3, a language that CEO 1+1=4 can understand
  9. 9. Chief Knowledge Officer CKO n 1 + n 1 = 2  Manage the knowledge and the use of it.  Focus on   Accumulation Preservation with maximum n  Purity has escalating effect
  10. 10. Chief Risk Officer CRO |1 | +|1 | = 2  This role became more significant after Sarbanes- Oxley Act  Compliance with applicable regulations  Focus on    insurance, internal auditing fraud, and information security  Principle of Absolutivity
  11. 11. Quality of C level person  Has unique ability to truly understand assets in their care  Manage them at the highest viewpoint of the organisation.  Two components to this skill set   View from the TOP, and FAR, Ability to align properties of unique asset to the vision and translate to executable strategy that improve performance 11
  12. 12. A story of Properties of Unique Asset  A man who has some camels  When he die, his family opened his Will.
  13. 13. Complexity of Unique Asset  But there were seventeen camels!  Not possible to divide  17 into 1/2, or  17 into 1/3, or  17 into 1/9  Three sons started to argue and fight  They decided to consult their village elder, a wise old man
  14. 14. A different Maths can Improve Performance of Vision  The wise man read the Will patiently. After giving some thoughts, he added one camel of his own to the seventeen camels.  So there are eighteen camels.  He read the Will aloud. 1/2 of 18 = 9, so first son gets 9 camels; 1/3 of 18 = 6, so second son gets 6 camels; 1/9 of 18 = 2, so last son gets 2 camels.  9 + 6 + 2 = 17, which leaves one camel, that the wise man took back!
  15. 15. A Story of Learning to Play Golf not as easy as you think!
  16. 16. Technique of Golf Swing Pictures extracted from books
  17. 17. In 1.5 Seconds In order to play a good shot many technical to remember
  18. 18. Reframing the Golf 18
  19. 19. Golf – The Mind Game
  20. 20. Golf – the Đạo way
  21. 21. My answer to Tempo
  22. 22. The Practice of Tempo
  23. 23. Reframing the Role of CIO  If CIO solely focus on technical issues  Overwhelmed by many complex issues  Work scope and load will increase over time  Where is the TEMPO!! of the CIO?
  24. 24. Framework of IT Management Direction Management Technical Users
  25. 25. Framework of IT Management Vision Direction Strategy Objective Management Task Specification Technical Implementation Competency Efficiency Users
  26. 26. Framework of IT Management Vision Direction o WHY Strategy Objective Management o WHAT Task Specification Technical o HOW Implementation Competency Efficiency Users o WHO
  27. 27. Framework of IT Management Vision Strategy Objective Task Specification Implementation Direction o WHY 1-1=1 Management 1-1=1 Technical o WHAT o HOW 1-1=0 Competency Users Efficiency 1-1=0 o WHO
  28. 28. Framework of IT Management Vision Direction 1-1=1 o WHY Strategy Objective Management 1-1=1 o WHAT Technical 1-1=0 o HOW Task Specification Implementation Competency Efficiency Users 1-1=0 o WHO
  29. 29. Framework of IT Management Vision Strategy Objective Direction 1-1=1 o WHY Management 1-1=1 o WHAT Technical 1-1=0 o HOW Task IT Task Specification Implementation Competency Efficiency Users 1-1=0 o WHO
  30. 30. Growing with Time Struggle to get things done Working with Challenges Working with eyes closed Vision Strategy Objective Task Specification Implementation Competency Efficiency
  31. 31. Growing with Time Struggle to get things done Vision Strategy Working with Challenges Objective Task Working with eyes closed Specification Implementation Current user literacy Competency Efficiency
  32. 32. Growing with Time Struggle to get things done Vision Strategy Working with Challenges Objective Task Specification Implementation Competency Future user literacy Efficiency
  33. 33. What it takes to be a C person? Think and Work with the special skill of a different maths
  34. 34. Đạo of the CIO  To understand the maths of 1-1=1 in information  To apply the special skills in     Vision Strategy Objective Task  Think Long Term
  35. 35. A Note about Think Long Term  Important to get the reference datum correct  Two common model   Extension from the Past Connecting to the Future  The Future of Personal Vehicle
  36. 36. Extension from the Past  Past experience – BICYCLE  Current setting – MOTOR BIKE  Think Frame – wheeled vehicle
  37. 37. Connecting to the Future  Past experience – BICYCLE  Current setting – MOTOR BIKE  Think Frame – Individual Transporter
  38. 38. Any QUESTIONS ? Happy Reframing Cảm ơn contact me at yuntc@c3s.com.sg

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