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Your Leadership Brand - The CIO as Business Strategist driving innovation. CIO Summit Sydney 19 July


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Your Leadership Brand - The CIO as Business Strategist driving innovation

When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.

In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.

Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.

Published in: Technology, Business, Education
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Your Leadership Brand - The CIO as Business Strategist driving innovation. CIO Summit Sydney 19 July

  1. 1. Your Leadership BrandThe CIO as Business Strategist driving innovationROB LIVINGSTONE- Principal, Rob Livingstone Advisory Pty Ltd, and- Fellow, University of Technology, Sydney19th July 2012
  2. 2. AGENDA• Surveying the broader landscape• Is enterprise innovation the Job of IT?• The Future-State CIO Model• Getting past ‘Business – IT Alignment’• Creating Influence• Your leadership brand.• Your personal Brand – as you!.
  3. 3. Surveying the broader landscape 24% of CEOs surveyed in the 2012 PWC CEO Survey 75% of CEOs plan to change innovation capacity in 2012, of which 24% expect ‘major change’, underpinned in part by technology. The eighth annual KPMG 2012 Audit Institute Report identified “IT Risk and Emerging Technologies” as the second-highest concern for audit committees, which is unprecedented in the history of the report.
  4. 4. Surveying the broader landscape
  5. 5. Surveying the broader landscape International Journal of Disclosure and Governance Vol. 7, 3, 198–212, 2010
  6. 6. Surveying the broader landscape Business environment – Volatility is the ‘norm’ Pages/currentissue.aspx
  7. 7. Surveying the broader landscape Short term and long term business cycles Business environment IT environment – – High rate of change Lead times longer Forget the long term business Why can’t the plan! business We’re too agree on what busy that want! running the Just give us business! the specs!
  8. 8. Surveying the broader landscape Has business lost patience with Enterprise IT? "Despite an abundance of IT Project Management (ITPM) resources, such as the PMI Body of Knowledge, IT standards and governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late" Kraft (2008). The Importance of Business Process Alignment for IT Project Management of Commercial Software with Case Studies. Journal of Information Systems Applied Research, 1 (3)
  9. 9. Surveying the broader landscape A perspective of current IT careers• Technologies has a half-life of maybe 2 years & decreasing?• What will be the impacts on your career in IT?• Will the Virtual Enterprise shape leadership practices?• IT is not alone: – Legal Process Outsourcing (LPO) is alive and well Will ‘global warming’ be – Clients starting by bypass legal firms and get legal advice shaping the role of from overseas providers in certain areas enterprise IT?
  10. 10. Surveying the broader landscape A perspective of current IT careersSelf sufficiency, adaptability, speed, multi- Comfort in structure, passing controlskilled, innovative, receptive and to others, single purpose, localperceptive and responsiveness key to adaptability not encouraged, ‘family’survival
  11. 11. Surveying the broader landscape Managing the transition • This refers to a profound change in the operational context: – a change that will require the transformation of the organisation’s strategic intent, direction, action, etc. – If not managed effectively, survival is not guaranteed! • "It is not necessary to change. Survival is not mandatory." - William Edwards Deming
  12. 12. Surveying the broader landscape Managing the transition • The early detection of change is crucial to: – The survival of the organisation: good leaders should sense them intuitively, well before they are generally recognised – Your career options: As an employee or manager, a major influence on your career within the organisation are environmental changes • Develop and ‘early warning’ radar
  13. 13. Is enterprise innovation the Job of IT?The present2. Globally, IT led innovations are: – Expected, ‘the norm’ – Disruptive – Volatile – Creating new opportunities, careers, etc – Creating the ‘flat earth’, supporting ‘Globalisation’3. Unleash societal and behavioural changes4. Individuals becoming ubiquitously connected and ‘digital’.5. Democratization of IT a force to be reckoned with6. Everyone outside of enterprise IT, no doubt, has an opinion on how IT should be run!
  14. 14. Is enterprise innovation the Job of IT?The IT profession / industry compared to others:• Medicine :Since Adam and Eve• Finance and accounting is said to date back more than 7000 years.• Law has been around since the start of civilized society; some argue it helped underpin its formation.• Sales, commerce and trading has been in place since humankind’s earliest records and marketing has its origins in the late 1800s.• Management as a discipline pre-dates the Pyramids.• IT is the latest arrival – in less than one generation!... yet has been the biggest change agent in every aspect of life.
  15. 15. Is enterprise innovation the Job of IT?‘IT relentlessly drives and delivers innovation at a global, societal, andindividual level at phenomenally fast rates, yet, paradoxically, ITdepartments within organisations often struggle to drive innovation fromwithin their own organisations to the same extent’CIO Magazine Summer 2010/2011, Pg 14.‘The IT Innovation Paradox’
  16. 16. The Future-State CIO Model FUTURE-STATE CIOUsed with permission from the CIO Executive Council Current Distribution Future Distribution of CIOs of CIOs
  17. 17. The Future-State CIO Model 53% 2012 46% 2011 23% 2012 45% 2010 11% 2011 51% 2007 21% 2010 12% 2007 23% 2012 43% 2011 34% 2010 37% 2007 Trending from successive ‘State of the CIO’ surveysUsed with permission fromthe CIO Executive Council
  18. 18. Getting past ‘Business – IT Alignment’. Considerations for the IT leader Reshape the role of your IT Department – ‘Alignment’ implies a parallel track – ‘Immersion’ is what’s needed – Shift from a technology provider to a Services broker – Embrace the ‘democratisation of IT’ phenomenon – Focus on what’s important – Differing skills needed for in-house IT – Technology enabled business services is the direction to take – Hone your business skills
  19. 19. Getting past ‘Business – IT Alignment’. Considerations for CEOsBypass your IT department at your peril. – Encourage and support IT leadership through the transition – If you have operational, engagement, alignment or structural problems with your IT Department fix these first – If IT cost is your primary and sole driver in your approach to managing IT revisit your assumptions carefully – true innovation requires some investment – Do not use Cloud as a metaphor for ‘fixing’ fundamental IT problems – Treat Cloud as one key element of a deliberate business strategy, and ensure IT are intimately involved
  20. 20. Creating Influence. Power or Influence?
  21. 21. Creating Influence. Power or Influence? • Formal Power – tied to a formal position where the responsibilities of that position includes the ability to influence or make decisions affecting a community • Informal Power – not tied to any position, often resulting from personal characteristics. This power allows the person/group to influence and/or represent a community without formal decision making.
  22. 22. Creating Influence. Wh at’s you rm Sources of Influence ix?• Expertise – knowledge, skills and experience relevant to the task• Reward / coercive – You have the ability to reward or drive people and situations• Personal attraction – characteristics associated with likeability (“charisma” and ability to inspire)• Effort – dependability and evidence of higher than expected time commitment• Legitimacy – actions clearly display a particular value commonly held among partners• Connections – power and influence through networks, association, etc• Information – Only you have the information that others need
  23. 23. Creating Influence. Opposites attract?• Analytical and charismatic / entrepreneurial managerial approaches – where two worlds collide? • Analytical: o Many task oriented individuals are driven by facts, processes, evidence. o IT professionals, engineers, accountants, for example, need to work with precision and in the ‘real’ world • Charismatic: o Short term, fast moving, goal oriented, agile, etc• Management, Leadership and integrity – what’s the mix in your environment?
  24. 24. Creating Influence. Food for thought... 1. Managing the ‘conversation’ • Steer, don’t block! • Open questioning • Inviting responses 2. The fragility of personal reputation – yours especially 3. Handling objections from influential players 4. Controlling the discussion • Keeping focus • Never emotional • Managing uncertainty and anxiety • Mental resilience • Self confidence (minus the ego!)
  25. 25. Your leadership brand. 1. Follow through with commitments 1. Do unsolicited favors 2. Using truth and information for supporting 2. Emphasize shared vision and rational persuasion values 3. Demonstrate your competence 3. Be fair 4. Act supportively and be helpful 4. Earn the trust of your audience 5. Possesses Extraordinary personal qualities 5. Exhibit desired Behaviors 6. Protect confidential information 6. Keep promises 7. Emphasize your similarity to the audience 7. Strong sense of right and wrong, 8. Encourage ethical discussionsManagers Personal Brands (MPB): The Secret of Success or Failure. - Isfahani, Ali Nas, International Journal ofBusiness & Social Science, 2011, Vol. 2 Issue 20, p281-285
  26. 26. Your personal Brand – as you!. nd yo ur braMarch 2011 Harvard Business Review tro l over rs will! Take con ise othe erw – oth
  27. 27. ThankYou!ROB LIVINGSTONE- Principal, Rob Livingstone Advisory Pty Ltd- Fellow, University of Technology, SydneyW1: www.rob-livingstone.comW2: www.navigatingthroughthecloud.comE: rob@rob-livingstone.comP: +61 2 8005 1972P: +1 609 843 0349M: +61 419 632 673 © All rights reserved. Rob Livingstone Advisory Pty Ltd ABN 41 146 643 165. Unauthorized redistribution prohibited without prior approval.F: +61 2 9879 5004 rladvisory