Harvey Koeppel: The 21st Century CIO

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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.

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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 />http://www.cioleadershipcenter.com<br />follow us on Twitter:<br />@CIOCenter<br />or contact:<br /> Harvey R. Koeppel<br />Executive Director<br />hrkoeppel@cioleadershipcenter.com<br />16<br />

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