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Future Trends Of The CIO - SFSU CIO Development Program 2014

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Future Trends Of The CIO - SFSU CIO Development Program 2014

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Look ahead at what's changing for the CIO, the skills needed in the future, and how aspiring CIO's can prepare the role.

Look ahead at what's changing for the CIO, the skills needed in the future, and how aspiring CIO's can prepare the role.

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Future Trends Of The CIO - SFSU CIO Development Program 2014

  1. 1. FUTURE TRENDS OF THE CIO May 19, 2014 Stuart Appley CIO, SVP Shorenstein
  2. 2. 5/28/2014 2014 SFSU CIO Development Program 2 STUART APPLEY BIO / CONTACT INFO • CIO at Shorenstein – 7 years. National Investment Fund Manager, investing in Commercial Real Estate. Own, operate and manage buildings we invest in. • 25 years experience in IT. Previous experience as CIO at a global VC. Previous experience at mutual fund, bank, and loan processing software firm. • Strong supporter of cloud. Implemented a “cloud first” approach at Shorenstein. Expect to have 70% of apps cloud based later this year, with futurel goal of having 90% apps and no internal data center. sappley1@gmail.com @sappley
  3. 3. 5/28/2014 2014 SFSU CIO Development Program 3 FUTURE TRENDS OF THE CIO 1. How today’s CIO role has evolved – Key themes 2. Technology trends driving the future 3. What the future CIO looks like
  4. 4. 5/28/2014 2014 SFSU CIO Development Program 4 HOW TODAY’S CIO ROLE HAS EVOLVED KEY THEMES
  5. 5. 5/28/2014 2014 SFSU CIO Development Program 5 IT Still Matters • Nicholas Carr's IT Doesn’t Matter article, written in 2003, but almost truer today. Commoditization of IT was theme, and that theme (cloud) has played out exactly in the data center. • IT actually matters even more than before, but differently HOW TODAY’S CIO ROLE HAS EVOLVED KEY THEMES
  6. 6. 5/28/2014 2014 SFSU CIO Development Program 6 HOW TODAY’S CIO ROLE HAS EVOLVED KEY THEMES CHANGING NOW • Previously, looking to maximize efficiency – now growth/revenue? • Been strong focus – still important, but maybe notch down? Process • Different approach – more focus on enabling architecture for future changes. • Bottom up approach Building a Foundation • Used to articulate how IT strategy “supports” business • Focus should be on supporting vs. new products, driving growth / revenue / enablement Aligning with the Business
  7. 7. 5/28/2014 2014 SFSU CIO Development Program 7 HOW TODAY’S CIO ROLE HAS EVOLVED KEY THEMES THAT ARE CHANGING • Needed customized apps to conform to customized processes. More process standardization? • Rogue IT was a bad term when impact broader – Focus now on enablement On-Prem Application and Services • Important, particularly for the “highway”, but other rigidity can prevent agility • BYOD challenges IT Standardization
  8. 8. 5/28/2014 2014 SFSU CIO Development Program 8 SKILLS REQUIRED TODAY Broad Understanding of Business Processes Relationship Building Communication Promoting Accountability Inspiring Others
  9. 9. 5/28/2014 2014 SFSU CIO Development Program 9 TRENDS CHANGING ROLE Technology Pervasive in Today’s Society
  10. 10. 5/28/2014 2014 SFSU CIO Development Program 10 TRENDS CHANGING ROLE Digital World CloudConsumerizaton of IT Customer Experience
  11. 11. 5/28/2014 2014 SFSU CIO Development Program 11 TRENDS CHANGING ROLE Mobile “Work is not a place, but a thing you do”
  12. 12. 5/28/2014 2014 SFSU CIO Development Program 12 TRENDS CHANGING ROLE Analytics Social IOT
  13. 13. 5/28/2014 2014 SFSU CIO Development Program 13 SKILLS NEEDED IN FUTURE  Business depth vs. breadth  Evangelist for innovation and agility  Business enabler – Focus on what’s core and strategic  Entrepreneurial  Quick understanding of emerging technologies  Dynamic planner vs. routine  Conductor vs. builder  Consultant  Soft skills  Making the complex seem simple  Social  Contract Negotiations
  14. 14. 40% 15% 5% 5% 5% 5% 5% 5% 5% 5% 5% Survey on Future IT Head Titles CIO Doesn't matter CEO Systems service supplier IT Controller Chief Information Technology Officer GM of strategic resources Chief of cloud Chief Managed Services Officer Business informatics Officer Chief Enabler 5/28/2014 2014 SFSU CIO Development Program 14 CIO OF THE FUTURE - WHAT’S IN A TITLE
  15. 15. 5/28/2014 2014 SFSU CIO Development Program 15 CIO OF THE FUTURE - WHAT’S IN A TITLE?  Chief Innovation Officer  Chief Digital Officer  Chief Experience Officer  Chief Cloud Officer  Chief Integration Officer  Chief Security Officer  Chief Risk Officer  Chief Solutions Officer  Chief Data Officer  Chief Collaboration Officer  Chief Social Media Officer  VP Internet of Things  Chief Privacy Officer  Chief Information Technology Officer  Chief Intelligence Officer  Chief Intelligence Officer
  16. 16. 5/28/2014 2014 SFSU CIO Development Program 16 FOUR PERSONAS OF NEXT GEN CIO? * R “Ray” Wang, Constellation Research, 2011
  17. 17. 5/28/2014 2014 SFSU CIO Development Program 17 HOW DEVELOP SKILLS? 1. Understand strengths and weaknesses in the various areas mentioned. 2. Today is a big step – passion for learning & development 3. Understand technology trends and how they can help business. 4. Understand and focus on what differentiates your company. (Don’t focus on commodity technology that is not truly part of your companies strategy) 5. Work in a business unit. 6. Social - Build your network and keep learning (and giving)
  18. 18. 5/28/2014 2014 SFSU CIO Development Program 18 HURDLES TO CIO OF THE FUTURE Recent survey found that 44% of CIO’s WANT innovation to be first priority, yet 44% had cost reduction listed as #1 priority.* What are the hurdles? * Constellation Research, Inc. 2014 CIO Survey
  19. 19. 5/28/2014 2014 SFSU CIO Development Program 19 HURDLES TO CIO OF THE FUTURE 1. Company Culture 2. Business Spend away from CIO 3. Fixing legacy cost issues that will then enable innovative projects and spend 4. Increase in Non-IT executives not understanding their role in IT projects.
  20. 20. 5/28/2014 2014 SFSU CIO Development Program 20 CONTACT INFO sappley1@gmail.com @Sappley https://linkedin.com/in/stuartappley http://BizznessCIO.com

Editor's Notes

  • Can’t look at future without level setting of where we are today.What future looks like – don’t have crystal ball but the current trends are very clear and living them daily.
  • Tweet sums up a lot. IT very important and CEO’s and CIO’s must take notice.. Reminder of buzz that Nicholas Carr created with article.Article: IT Doesn’t Matter, 2003
  • Bringing up Nicholas Carr as seems title alone is relevant, but theme was much of technology becoming a commodity. Lot of fight at the time but actually becoming truer today. Interesting that though the conversation isn’t really happening, a lot of truth to what he said, and it does affect the future of the CIO.
  • Some themes that were big in enterprise IT that I see changing. Why they’re changing I’ll go more into later.For a while, process was such a big theme. Still important, may get pushed down a notch or two as we focus on outcomes. Focusing on efficiency and how to wring the most out of each business task. Integrating the tasks so there isn’t wasted productivity. Know a few CIO’s whose brand it was to be known as CPO, in addition to CIO.Building a foundation as because needed to integrate on-prem apps and needed to dictate methods and stack. Changing with focus more on integrating what we don’t build along with consumer technologies being brought into the enterprise.ALIGNING=CHANGING FROM SUPPORTING TO DRIVING GROWTH, REV
  • On-prem moving to cloud.Rogue IT turning from bad term to business enabler. Reasons were less of innovation enabling than they are today. More about control.Standardization less of an emphasis vs. flexibility.
  • Most recently, cost control has been at the forefront due to global economic conditions. Moving away from that very quickly. Companies changing to be more technology orientedThese aren’t all but some that stand out to me. These aren’t necessarily changing either.SOME WIL CHANGE – SOME WON’T.
  • Technology touching more areas of our lives and the business than ever before. Love being in IT and being in the middle of all this change, but creates enormous hurdles at the same time.
  • Digital –. So much more room to go on this. still early Broadly, eCommerce changed our shopping habits, changed business models and economics, new business opportunities and open up other possibilities. Internally:=FORMS , APPROVALS, PRESENTATIONS TO EXECS AND CUSTOMERS , ACCESS TO HISTORICAL INFORMATION , how interact with vendors and suppliers.LEASING TEAMS (SALESMAN), NOT EARLY ADOPTERSLEASE SIGNATURES (HURDLES)Consumerization of IT – one of biggest impacts on CIO and IT. Devices, expectations, development approach, UI Expectations,Cloud – Commoditization of IT, BYOD, BYOC, and Cloud SprawlCustomer/Employee Experience - not just functionality, but usability. From technology delivery teams to experience delivery teams
  • Mobile - “Work is not a place, but a thing you do”Anytime, anywhere, any device, with a consistent experience across all devices.Context aware (location, size, access CONSTRAINTS).
  • Analytics and Big Data – amount of data growing leaps and bounds. Presentation of data, with visualizationbecoming better and easier to implement.Increase in non-structured data. (BIG DATA). AMOUNT OF DATA.Social – effects on employees and customers, organizations and the way we COLLABORATEInternet of Things (supply chain, wearables, medical industry smart buildings, ) – LARGE AMOUNT OF DATA TOO! CONSUMERIZATION OF COM RECONCERNS ABOUT DATA AND PRIVACY AND WHO OWNS IT.“CONNECTED LIFE” = STARTUPS ABOUND!JET ENGINES, REFRIGERATORS, AUTOMATED REPAIR CALLING (HELPDESK WHEN NOTICE FAILURE?)Geeks are cool; Remember when advised don’t send kids to CS, now CS critical.
  • Innovation – how can new technologies lead to new revenue streams or new products?Business depth includes understanding business outcomesEntrepreneurial – RISK TAKING.Conductor includes being Cloud service brokerSoft skills=Relationships, communicationConsultant – TO COMBAT ROGUE ITInnovation and Agility should be the face of the Future CIO. To do this, need to still be technologist to understand how technology can enable business value and increase revenue. Should be providing tools before business knows the value. Be an evangelist on change and innovation.Business Enabler includes focusing on core competencies
  • ASK FOR SUGGESTIONS ON WHAT THEY THINK TITLES ARE – MARK THEM OFF ON SHEET. THEN SHOW WHAT YOU HAVE.LinkedIn survey
  • Interesting titles been seeing suggested.Good or bad? Marginalizing vs. elevating?Does it matter?Chief Data Officer. WFB just hired.Who report to? CIO AT WELLS FARGO BUT SHOUL BE BUSINESS?Are these just personas of what the CIO is actually doing?Problem with these is that they also tend to marginalize the role. Very narrowly focused, whether it’s privacy, security, risk, architecture, SM, etc… Chief Innovation Officer only one that truly describes what the role can be.
  • Some additional insight on what the “personas of a CIO”Chief “Infrastructure” Officers focus on cost reduction, Most of this CIO persona’s projects prioritize keeping the lights on and managing legacy environments. 2. Chief “Integration” Officers connect internal and external ecosystems. bring together a hodge-podge of business processes, data, systems, and connection points with legacy systems and newer cloud-based approaches. 3. Chief “Intelligence” Officers empower the business with actionable insights this CIO persona must improve business-user access to information. A key theme includes placing the right data to the right person at the right time on the right interface. 4. Chief “Innovation” Officers identify disruptive technologies for pilot projects. Investing 5% to 10% of the overall budget, this CIO persona must drive innovation on a shoestring. Typically from business backgrounds, these leaders move fast, fail fast, and move on. Among the companies we study, we’re seeing three different approaches to accommodating the different CIO personas:1. One CIO can deliver on all four roles this by upgrading his or her skill sets.2. A shadow CIO-like organization could emerge on the business side to fill the roles of Chief Intelligence and Chief Innovation Officer.3. A CIO could have lieutenants charged with one or more of these functions.
  • Paradoxal that want innovation but not doing it. WHY?MANY TIMES STILL BEING ASKED TO CUT COSTS and ENSURE LIGHTS RUNNING
  • Company culture #1. Business spend in other areas-doesn’t need to be controlled by central IT, but does need transparency into company-wide spend.
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