The document discusses the evolution of the Office of the Chief Information Officer (OCIO) role over time. It describes how the OCIO started as an "order taker" for IT in the 1990s (OCIO v1). In the 2000s, the OCIO was established to better align IT with business needs (OCIO v2). Later, business relationship managers (BRMs) were introduced to improve customer experience but acted as bottlenecks (2017-2022). The document argues for a product-led organization where product teams are empowered and the OCIO acts as an enabler by providing resources and skills to product managers based on product success metrics.

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The
Evolution
of the
Office of the
CIO
Galit Fein
EVP and Senior Analyst @ STKI
How to create tech
products people love
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Business
IT
ERP HR CRM
IT
Business
Requirements
1990s: Business leaders owned
discovery (they decided what to
build)
IT/ OCIO v1 as an order taker
Why OCIO?
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Business
IT
IT
2000s: OCIO was born
OCIO was born
‫מטה‬ - Office of the CIO
Align IT to the business
Make a holistic view on business
demands
OCIO as an order taker
OCIO
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Business
IT
IT
2017-2022: BRM was born
OCIO v2
Business Relationship Manager
Better CX for new IT clients
Cross-organizational new projects
Customer-facing projects:
Digital – Web, mobile, e-commerce, marketing
BRM
BRM
BRMs were great and capable,
but not empowered
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Even with the addition of BRM and OCIO,
the project management process remained the same
Business
Strategy
ANALYSIS
BUSINESS
REQUIREMENTS
Business
Referent
BRM
OCIO
REQUIREMENTS
SPECIFICATION
UX
DEVELOPMENT
IMPLEMENTATION &
DEPLOYMENT
DESIGN
Developers
TESTING
QA
INFRASTRUCTURE
SECURITY
INTEGRATION
PROCUREMENT
IDEAS/
BIZ CASE
PRIORITIZATION
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BRM/ OCIO
Business
IT
Business
requirements
‫הגדרת‬
‫דרישות‬
In reality of continuous planning, product evolvement
BRM has become a bottleneck - a bureaucratic station in a middle of the flow
The role of the BRM disappeared
As the demand for shortening the Time-to-Market increased –
the roles of translators and controllers began to diminish
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OCIO remained responsible for
IT roadmaps, resources, and budgets
Date-based Roadmap
THE PROBLEM:
Most companies rarely trust the committed dates and estimated costs anymore
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Budget-led Org
Focuson long-term planning and mitigate the
risk by making sure that people work on the right
thing
How? By building monitoring and controlling
organizational year-based roadmaps
your Business
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A time-consuming process, not
only to plan but also to follow up
on how all parts of the org are
doing compared to the plan.
Deviation from the plan
is the most important metric
Plan VS Actual
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No matter if the target moves away, the structures are
set up to make sure you stick to the obsolete plan.
It does not allow new insights to impact what gets
delivered and the org cannot have customer focus nor
compete in a fast-moving market.
Most times people in the org spend most of their time
trying to find ways to game the system to be able to have
any success at all.
Locked Focus
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Traditional Budget Planning Discovery-driven Budget Planning
Project’s assumptions are made in advance New ventures are uncertain from the start
Budgeting
Beloved
Budget
planning
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OCIO v3 in Product-led Organization
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Product
manager
Product
designer
Developers Product
manager
Product
designer
Developers
Product
manager
Product
designer
Developers Testers
Team “Eagles” Team “The A-Team” Team “Masters of Spin”
Head of product Head of design Head of development
Organization
All the rest of the org is built to support the Product Teams and help their success, they are measured by it
OCIO
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OCIO v3:
Can we afford
to build, sell
and operate
a new product?
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Do we have
the right skills?
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Product
manager
UX Developer
Tester
Do we have the right skills?
OCIO/ IT HR
Developer
Developer
Managed
Services
Offshore
Neashore
Staff
Augmentation
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OCIO in Product-led Organization
Product Team A
Product Team B
Product Team C
Product Teams
Platform Teams
Data Team
OCIO as a Product
Manager enabler:
• Budget
• Resources
• IT HR (Skills)
OCIO as a business order taker
OCIO as a business order taker
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OCIO Enables the
Product Manager
to get her work
done
• By getting her resources
(people or budget) on time
• According to product
success evidence, based on
predetermined OKRs
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Thank you
Galit Fein
EVP and Senior Analyst
@ STKI
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