Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Harvey Koeppel: The 21st Century CIO


Published on

Harvey Koeppel, Executive Director of the Center for CIO Leadership gave this presentation at Pepperdine University’s free conference, “From Information Systems to Innovation Systems: Establishing the Next Generation Information Systems Department,” on Wednesday, October 12, 2011. The conference was sponsored by the Center for Applied Research at the Graziadio School of Business and Management.

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Harvey Koeppel: The 21st Century CIO

  1. 1. 1<br />The 21st Century CIO<br />October 12, 2011<br />Harvey R. Koeppel, Executive Director<br />Center for CIO Leadership<br />2011 Information Systems Conference<br />1<br />
  2. 2. 2<br />Center for CIO Leadership Overview<br />A global community to drive research, provide thought leadership and education to advance the CIO profession<br /><ul><li>Founded in 2007 by IBM
  3. 3. Peer community > 3,000 members
  4. 4. Diverse membership
  5. 5. >70 countries
  6. 6. >45 industries
  7. 7. Small, medium and large business segments
  8. 8. Private and public sectors</li></ul>2<br />2<br />
  9. 9. 3<br />The New Normal<br />Key Business Drivers…<br /><ul><li>Global economic & competitive challenges
  10. 10. Role of government
  11. 11. Mandate for transparency
  12. 12. CEOs demanding innovative business models
  13. 13. Collaborative relationships / partnerships
  14. 14. Focus upon delighting the customer
  15. 15. Need for increased risk management & compliance</li></ul>Key Technology Drivers…<br /><ul><li>Broadband accessibility
  16. 16. Mobile computing
  17. 17. Consumerization of IT
  18. 18. Social everything
  19. 19. Cloud computing / ‘X’aaS
  20. 20. Explosive growth in data generation (including unstructured)
  21. 21. Data-driven versus business process-driven
  22. 22. Real-time business analytics</li></ul>3<br />
  23. 23. 4<br />The CEO Perspective<br />CEOs see technology as a leading external factor driving the future <br />of their organizations…<br />Source: IBM 2010 CEO Study <br />4<br />4<br />
  24. 24. 5<br />A Mandate for Change<br />Historically, IT has created business value through cost takeout<br />Business models are beginning to show IT value to the revenue side<br />IT is recognized as increasingly important as a major driver of differentiation and competitive advantage <br />IT investments are accelerating<br />And still there is no widely accepted normative organizational theory of IT growth and management.<br />5<br />5<br />
  25. 25. 6<br />Enterprise Stages Modelof IT Growth & Management<br />Business value realization from IT investments is constrained by an organizational learning curve (readiness and ability to change)…<br />Organizational<br />Learning Curve<br />Business Value Realization<br />From IT Investments<br />Time<br />Launch Acceleration Refinement Integration<br />6<br />6<br />
  26. 26. 7<br />The CIO Journey<br />From IT Cost Center Manager…<br />To Business-Savvy CIO…<br />CIOs have an opportunity to drive organizational readiness and lead change that<br />significantly reduces the time to business value realization from IT investments…<br />7<br />
  27. 27. 8<br />Business-Savvy CIOCompetency Model<br />
  28. 28. 9<br />Business-Savvy CIOCompetency Model (continued)<br />
  29. 29. 10<br />Business-Savvy CIOCompetency Model (continued)<br />
  30. 30. 11<br />Proposed Approach<br />Business-Savvy CIO<br />Competency Model<br />+ <br />Enterprise Stages Model<br />of IT Growth & Management<br />= <br />21st Century Stages Model<br />of CIO Leadership<br />11<br />
  31. 31. 12<br />21st Century Stages Modelof CIO Leadership<br />CIO Competencies<br />12<br />12<br />
  32. 32. 13<br />Stages Model Application<br />Diagnostic Phase<br /><ul><li>CIO / Enterprise Assessment
  33. 33. Value Opportunity Identification</li></ul>Prescriptive Phase<br /><ul><li>CIO Action Definition
  34. 34. Enterprise Action Definition
  35. 35. Integrated Plan Development</li></ul>Execution / Value Creation Phase<br /><ul><li>Actions Taken and Outcomes Created
  36. 36. Outcomes Reviewed and Evaluated
  37. 37. Value Measured and Articulated</li></ul>13<br />13<br />
  38. 38. 14<br />14<br />Questions for Discussion<br />Model Approach:<br />Does the overall stages model resonate with you as a tool to define and measure CIO professional advancement? <br />Is the model framework sufficiently robust to cover the broad range of CIO / enterprise contexts:<br /><ul><li>Small, medium and large enterprises?
  39. 39. Local, regional, national, international and global enterprises?
  40. 40. Private, public sector?
  41. 41. Centralized, de-centralized, federated IT governance models?</li></ul>Does a blended academic / practitioner team approach seem like a good one? Can you suggest enhancements or alternative approaches?<br />14<br />
  42. 42. 15<br />15<br />Questions for Discussion<br />Model Application:<br />Would you consider applying this model to your own professional advancement?<br />What type of diagnostic approach makes most sense to continue the design and deployment of the model<br /><ul><li>Self-assessment
  43. 43. 180°(peer) review
  44. 44. 360°(supervisor, peer and subordinate) review
  45. 45. Other?</li></ul>What role would your CEO play in this approach and how do you recommend we consider a rollout that would most resonate with your C-suite?<br />15<br />
  46. 46. 16<br />Continue the Conversation<br />For more information visit our site:<br /><br />follow us on Twitter:<br />@CIOCenter<br />or contact:<br /> Harvey R. Koeppel<br />Executive Director<br /><br />16<br />