CIO• Chief Information Officer (CIO) is a job title commonly given to the person in an enterprise responsible for the information technology and computer systems that support enterprise goals.• As information technology and systems have become more important, the CIO has come to be viewed in many organizations as a key contributor in formulating strategic goals. In many companies, the CIO reports directly to the Chief Executive.• Typically, a CIO is involved with analyzing and reworking existing business processes, with identifying and developing the capability to use new tools, with reshaping the enterprises physical infrastructure and network access, and with identifying and exploiting the enterprises knowledge resources.
ROLES OF CIO• One of the major issues I have seen last 10 years working in various management roles, technology teams lacks the necessary business knowledge and ability to map the great technology to business opportunities. To build a successful bridge between the technology and the business, CIOs have to play a significant role in boosting the business knowledge of their teams.• It is time to transform a tech-oriented staff into one that has the requisite business skills, including negotiation, strategy, or financial analysis. These are very essential skills required to align the business and IT.
Challenges for CIO• Drive the new policy for how to develop applications of the future. That may be partly in-house or completely outsourced--but it almost certainly will be more standardized.• Become the business process partner internally for your line of businesses. It all comes down to how you create new value, new services and new applications.• You have to manage across the heterogeneous environment of the past to this new environment. There are a lot of legacy applications and mainframes, including applications written in COBOL.
TOP 10 IT STRATEGIES FOR 2012• Cloud Computing. Increasingly, consuming cloud services enterprises are acting as cloud providers and delivering application, information or business process services to customers and business partners, according to Gartner.• Advanced analytics. The next step in using advanced analytics to support operational business decisions is to provide simulation, prediction, optimization and other analytics• IT for green. IT can enable many green initiatives, including the use of e-documents, reducing travel and teleworking
• Reshaping the data center• Social computing. Organizations must focus on both the use of social software and social media in the enterprise as well as on participation and integration with externally facing enterprise-sponsored and public communitie• Flash memory. Flash memory is not new, but it is moving up to a new tier in the storage echelon, according to Gartner. At the rate of price declines, the technology will enjoy more than a 100% compound annual growth rate during the new few years and become strategic in many IT areas, including consumer devices, entertainment equipment and other embedded IT systems.
• Virtualization for availability. Virtualization has been on the list of top strategic technologies in previous years, but it makes the list this year because of new elements such as live migration for availability that have longer-term implications• Mobile applications. By year-end 2010, 1.2 billion people will carry handsets capable of rich, mobile commerce, providing a rich environment for the convergence of mobility and the Web, according to Gartner.
E-STRATEGY• GET YOUR PRESENCE NOTICED ON THE WWW.• IMPROVE YOUR PAGE RANKS.• SEO• PRESENCE ON SOCIAL NETWORKS.• MONITOR YOUR COMPETITORS MOVES
M AND A• As an IT professional, if you have been through mergers & acquisitions before, you know by now that not having a clear strategy/plan for integrating your IT systems can be disastrous. Effective IT/system integration strategy can have a huge impact on the actual business results of the integration.
M AND A• Categorize your applications and integrate in a phased manner.• Integrate with the mergers and acquisitions (M&A) team right upfront.• Develop clear templates and deliverables at each phase.• Infrastructure plays a key role.
MCKINSEY ON M AND A• There are three things that executives can do to increase chances of success in M&A strategies:• Ensure the technology department is at their best before they even contemplate a merger or acquisition. Many usually ensure that they have acquired the adaptive and flexible service oriented architectures that are also advanced.• Include the leaders of the technology department in the pre- merger/acquisition planning so that any challenges that may be experienced in system integration can be aired and mitigation planned. This is vital as companies are in a better position to review revenue synergies and cost.• Consider and plan for the post-merger technology management realities, including the hardware, software, telecom, and people resources required to capture the pre-merger promise.
SOA• SOA is an evolution of past platforms, preserving successful characteristics of traditional architectures, and bringing with it distinct principles that foster service-orientation in support of a service-oriented enterprise.• Service-Oriented Architecture (SOA) is a set of principles and methodologies for designing and developing software in the form of interoperable services. These services are well-defined business functionalities that are built as software components that can be reused for different purposes. SOA design principles are used during the phases of systems development and integration.
DIMESIONS OF E STRATEGY• IT INFRASTRUCTURE• KNOWLEDGE AND TECHNOLOGY• KNOWLEDGE MANAGEMENT AND LEARNING• CUSTOMER AND MARKET• LEADERSHIP• SERVICE• TIME EFFICIENCY
PRODUCT COMPANIES AND PROJECT COMPANIES• PRODCUST COMPANIES LIKE GOOGLE, MICROSOFT• PROJECT COMPANIES LIKE INFOSYS, TCS
PROJECT COMPANIES• LOW RESEARCH• RESEARCH IS ORIENTED TO A PARTICULAR PRODUCT BEING DEVELOPED• DIFFERENT PHASES ARE SEPERATED BY SMALL PERIOD• DEAL WITH NEEDS OR MORE THAN ONE DOMAIN
KNOWLEDGE MANAGEMENT• IT IS ABOUT MANAGING THE OVERALL KNOWLEDGE IN AN ORGANIZATION. KNOWLEDGE WITHIN AN ORGANIZATION DECIDES THE DIRECTION OF THE OVERALL KNOWLEDGE AND BUSINESS STRATEGIES.• ALL SORTS OF DOCUMENTS, CONCEPTS AND INFORMATION MANAGEMENT SYSTEMS COME UNDER KM.• ANOTHER ASPECT IS TO USE THE KNOWLEDGE AVAILABLE WITHIN THE ORGANIZATION.
KNOWLEDGE MANAGEMENT AND IT STRATEGY• IT STRATEGY FOR KM IS NOT ABOUT BUILDING NEW IT APPLICATIONS BUT ALSO ABOUT STRATEGIC VISIONING IN IT THAT CAN BUILT STRONG KM STRATEGY.• IT STRATEGY ENABLES KNOWLEDGE MANEGEMENT STRATEGY.
VARIOUS IT STRATEGY FOR KM• DOCUMENT MANAGEMENT:- This system allows to store documents, index them and have a facility to search through them.• AUTOMATION PROCESS:- Automation of the process and knowledge exchange between various departments.• DSS:- Systems that provide quantitative analysis or data analysis to come up with the guidelines for decision making.
• Data Warehousing:- These are data repositories with abilities to mine the required data.• INTRANET• Data capturing and pattern analysis• Collaboration tools
KM roadmap• IT infra• IS architecture and design• Info repositories and design• Business Strategic management• KM
Global IT strategy• Yesterdays knowledge is today’s information…Yesterdays strategy is today’s routine guideline.
Global IT strategy has following components• Manpower Strategy• Knowledge and Information Strategy• Marketing and Competitive Strategy• Technology StrategyMeasuring Productivity is critical for global IT management.
Global IT strategy Issues• Manage change• Learning• Global Mindset• Global knowledge• Intercultural Communication
Global Strategy phase• Identification of requirement and Building Global strategy• Study and identification of locations• Prioritization• Mitigating Communications and Cultural issues• Knowledge building and global strategy formulation• Implementation