IT Manager 2.0 Workshop at Enterprise 2.0


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IT Manager 2.0 Workshop at Enterprise 2.0

  1. 1. IT Manager 2.0 Michael Sampson Principal Advisor Collaboration Success Advisors, Ltd.
  2. 2. Agenda Finish, Lunch 1215 So What? 1200 IT Manager 2.0 -- Five Issues 1. New Tools 2. From Vendors to Utilities 3. Security 4. Alignment 5. Focus and Intent 0930 Why are you here? 0915 Outcomes, Approach 0900
  3. 3. IT Manager 2.0 strategic role can make an impact within the business “ senior information executive” CIO GM of IS IS Manager
  4. 4. Outcomes <ul><li>… what 2.0 means for the IT Manager / CIO / senior information executive </li></ul><ul><li>… a place and time to discuss these changes </li></ul><ul><li>… a personal strategy for responding </li></ul>
  5. 5. Approach five key issues evidence questions analysis summary 1 2 3 4 group discussion exercises debate
  6. 6. Why are you here? Name Organization Geography Outcome
  7. 7. Trends trends user affinity with and advocacy of specific tools easy access to other IT tools cross-organizational initiatives / groups mobility angst with the “business prevention department” consumerization of IT IM, SharePoint, Basecamp
  8. 8. Five Issues for IT Manager 2.0 2.0 new tools from vendors to utilities security alignment focus and intent 1 2 3 4 5
  9. 9. New Tools <ul><li>McAfee’s assertion: </li></ul><ul><ul><li>“ fundamentally different …” </li></ul></ul><ul><li>SLATES … Search, Links, Authoring, Tags, Extensions, Signals </li></ul><ul><li>Eg, Blogs, Wikis, RSS </li></ul>1
  10. 10. New Tools 1 # 1 are they really fundamentally different? is the techology different or the mode of governance? what outcomes are critical?
  11. 11. From Vendors to Utilities <ul><li>“ IT is just like a utility provider” (Carr) </li></ul><ul><li>For vendors … aggregation of demand </li></ul><ul><li>Examples: </li></ul><ul><ul><li>Hosted CRM </li></ul></ul><ul><ul><li>Hosted Email </li></ul></ul><ul><ul><li>Hosted Collaboration </li></ul></ul>asset service 2
  12. 12. From Vendors to Utilities organization vendor buy sell IT install manage customize organization utility lease provide IT vendor buy sell IT install manage customize vision outsourcing procurement 2
  13. 13. From Vendors to Utilities <ul><li>IT organizations today must assemble piecemeal components </li></ul><ul><li>Utility computing = outsider does it all </li></ul><ul><li>Three technical trends: </li></ul><ul><ul><li>Virtualization (platform agnostic) </li></ul></ul><ul><ul><li>Grid computing (pooled capacity) </li></ul></ul><ul><ul><li>Web services (standard interfaces) </li></ul></ul>2
  14. 14. From Vendors to Utilities # 2 degree of relevance impact on staffing strategy impact on innovation 2
  15. 15. “ Can my team use Basecamp?” 3 … IT will say: “No”
  16. 16. Security 3 Big Org Partner Org Client Org Small Org Comp. Org everyone inside everyone everywhere
  17. 17. Security 3
  18. 18. Security 3 # 3 are there real reasons here? is there a middle ground? how do we explain the issues so others “get” it?
  19. 19. Alignment <ul><li>Strategies of the business and IT are aligned </li></ul><ul><ul><li>Adds value to the business </li></ul></ul><ul><ul><li>Not just reacting to the business </li></ul></ul><ul><li>Collaborative exploration of options </li></ul><ul><li>To serve the business vs. IT fiefdom </li></ul><ul><ul><li>Balance shared vs. special infrastructure </li></ul></ul>4
  20. 20. Alignment <ul><li>Theory … “alignment is good” </li></ul><ul><li>Practice … alignment is difficult </li></ul>4 IT business IT business
  21. 21. Alignment <ul><li>Approaches to forming IT strategy: </li></ul><ul><ul><li>Collaboration between IT and business </li></ul></ul><ul><ul><li>Integration of IT and business strategy </li></ul></ul><ul><ul><li>Technology-driven business innovation </li></ul></ul><ul><ul><li>Multi-year planning </li></ul></ul><ul><ul><li>Opportunities to use emerging tech. </li></ul></ul><ul><ul><li>IT capabilities of competitors </li></ul></ul>4 McKinsey (2007)
  22. 22. Alignment 4 McKinsey (2007)
  23. 23. Alignment 4 # 4 is this an issue at your firm? what does alignment in a 2.0 world look like? Does it change anything? what can you do to make it happen more fully?
  24. 24. Focus and Intent <ul><li>CIO as “teacher” and “prophet” </li></ul><ul><li>Focus … </li></ul><ul><ul><li>Business planning </li></ul></ul><ul><ul><li>Future thinking </li></ul></ul><ul><li>Requires previous success in building a solid IT foundation </li></ul>5 Norton Nolan Institute (2001)
  25. 25. Focus and Intent <ul><li>Multiple elements to the job </li></ul><ul><ul><li>IT strategist </li></ul></ul><ul><ul><li>Functional manager </li></ul></ul><ul><ul><li>Business strategist </li></ul></ul><ul><ul><li>Technology advocate </li></ul></ul><ul><ul><li>Change agent </li></ul></ul>5 Cash and Pearlson (2004)
  26. 26. Focus and Intent <ul><li>Multiple elements to the job </li></ul><ul><ul><li>IT strategist </li></ul></ul><ul><ul><li>Functional manager </li></ul></ul><ul><ul><li>Business strategist </li></ul></ul><ul><ul><li>Technology advocate </li></ul></ul><ul><ul><li>Change agent </li></ul></ul>5 Cash and Pearlson (2004) “… the CIO is actively involved in exploring new business opportunities, in advising line managers on how to launch IT-dependent business ventures, and in defining priorities for fundamental organizational transformation.”
  27. 27. Focus and Intent <ul><li>Outsourcing; impact on innovation </li></ul><ul><li>Software development practices </li></ul><ul><li>Customers </li></ul><ul><li>Service-Oriented Architecture </li></ul><ul><li>Consumer IT impact on enterprise </li></ul><ul><li>CIO reporting relationships </li></ul>5 CIO 100 Symposium (2006) six issues
  28. 28. Focus and Intent <ul><li>“ … the CIO has to think and talk like a business person” </li></ul><ul><li>Dual planning horizons </li></ul><ul><ul><li>Short-term … Quarterly </li></ul></ul><ul><ul><li>Long-term … Multiple years </li></ul></ul><ul><li>Communicate across the enterprise </li></ul><ul><li>Hang out with CxO peers </li></ul>5 Gartner (2007)
  29. 29. Focus and Intent <ul><li>Leadership … for IT and busines </li></ul><ul><li>Envision new opportunities </li></ul><ul><li>Convince and energize CxO peers </li></ul><ul><li>Negotiate for resources </li></ul>5 CMP Business Innovation (2007)
  30. 30. Focus and Intent 5 # 5 where does your time go today? what’s the most important contribution you could make? how does your agenda need to change?
  31. 31. So What? 1 2 3
  32. 32. Thank You! Michael Sampson [email_address] Principal Advisor, Collaboration Success Advisors, Ltd. (happy to discuss further; I’m here all day)