CIO leadership
•
3 likes•357 views
The document discusses the evolving role of the CIO from an IT leader focused on efficient technology and processes to a broader business leader addressing complex business problems and opportunities. It notes that CEOs and CIOs often only agree on priorities 45% of the time. To succeed as a "Super CIO", leaders need knowledge and applied power beyond their current understanding, which can be gained through expert analyst research, consulting, networking events, and relationships to help transform them into a transformational business leader.
Recommended
More Related Content
What's hot
What's hot (19)
Viewers also liked
Viewers also liked (16)
Similar to CIO leadership
Similar to CIO leadership (20)
Recently uploaded
Recently uploaded (20)
CIO leadership
- 1. The CIO hero Marcus Darbyshire
- 2. IT leader to business leader
- 8. IT Architecture & governance
- 10. Changing environment " When we asked both CEO’s and CIO’s in the same companies to rank their top five priorities for the business for 2009, on average there was only 45% agreement .” — Colleen M. Young, VP Distinguished Analyst, Gartner
- 11. Super CIO New business expectations
- 12. Broader business role
- 15. How your business wins
- 16. Now … and in the future
- 17. So what?
- 18. What do Super CIO’s need?
- 19. Knowledge = power Applied power “ Take you from what you know to what you don’t know”
- 20. DIY research? No Thanks
- 23. In real-time
- 26. Getting the best deal?
- 28. CIO networking
- 29. CIO Academy
- 30. Global events
- 32. Your Name here
Editor's Notes
- Good Morning everyone. Thanks for giving me this opportunity to meet with you today. Now I need your help with my presentation this morning. I‘d like you to pretend that you’re CIO’s and prospective EXP members . OK?
- So today, I want you to walk away with two main points. Firstly, I’ll explain why YOU need to transform yourself from a solid IT leader to a respected business leader. And secondly, I’ll be sharing with you some tips on how to do it
- So as successful CIO’s you delivered on the fundamentals. You’ve modernized and virtualized your data centre's
- You’ve optimized your IT services and driven business process re-engineering across your companies
- And your PMO is delivering IT projects on time and to budget
- You’ve helped mature the business supply channels
- And turned your databases and documents into valuable information ASSETS. They’re: Available S? S? Easy to use Trusted & Secure
- You’ve even tackled Enterprise Architecture initiatives and built effective governance structures and policies
- And you have led your team to create some truly creative and satisfying technology solutions
- But things are changing. Don’t just take it from me though. Here’s some “hot off the press” research from Colleen Young that highlights something very interesting. Today’s unprecedented economic environment means you, the CIO, must produce operational savings like never before. Also, you are expected to lead the changes that drive innovation & business growth
- These new business expectations mean you need to be: A Super CIO
- You need to develop a much broader business role. Understanding how every part of the business and what what makes it tick.
- And your CEO wants you to sit at the Executive table and help solve the big, complex business issues that are facing your companies
- The Super CIO also expected to use your IT leadership and resources to create new products and services or extend the reach of of you’re existing sales channels
- You have to regularly deliver new competitive advantages and be able to articulate “how your business will really succeed”
- Not only for today. Our economic conditions won’t last forever. The Super CIO needs to plan and prepare the business for future growth.
- Yeah Yeah. So What I hear you say.
- What do Super CIO’s need? And how do I learn to be one?
- So knowledge = power right? Well, not really. Technically, Applied knowledge = power. And what you want this knowledge to do is take you from what you do know to what you don’t know
- So where do you get this Super CIO knowledge? Could do it yourself I guess? Well OK, maybe not. It’s time consuming It’s difficult to find recent, quantitative research and who do you believe anyway?
- Today, Super CIO’s are tapping into new delivery channels from leading IT research companies like Gartner getting their up to the day research by Podcasts and tweets on their iPhone
- They are also finding the right information about their investment decisions in near real-time - wherever they may be. This research is usually derived from Gartner - the IT industry’s most comprehensive survey of CIO priorities, vendor solutions and technology trends
- Super CIO’s get industry expert analysts to give them the advice they need to make the quick decisions. Firms such as Gartner, with around 650 technology analysts and executive partners often provide the necessary mentoring.
- How many time have you written a business case but needed some final validation by a trusted source to get the Boards approval? Again, Super CIO’s are able to demonstrate to their boards that their proposed technology investments have been risk assessed and validated by some of the most talented pool of analysts in the world.
- Do you know if you’re getting the best deal with your purchases and tenders? Well Super CIO’s will have their quotes reviewed by firms such as Gartner who check and record vendors best pricing from the thousands of members that work with them.
- Credibility – Gartner brand 65% of the Fortune 1000 and 80% of the Global 500 support their key technology decisions with Gartner insight.
- Another way the Super CIO’s grows his super-hero powers is by networking with his peers. The most effective of these will socialize within specialized networks such as Gartner who have 60,000 clients world wide and around 3,600 CIO’s - world’s largest CIO community.
- Symposiums, Expo’s, Summits and Seminars
- Well, finally, here’s that tip I promised you. Some recent Gartner research into the CEO/CIO relationship has found 2 interesting things. Firstly, CEO’s want good working relations with their business unit managers And secondly, you need to focus on how YOU can make the CEO personally successful – whether that’s getting his name in the papers – or maybe keeping it out
- So when you Google your name
- TBL So how will you learn to be a transformational business leader? Unleash the business leader within.
- Thank you.