This document outlines the agenda for a panel discussion on the role of the Chief Information Officer (CIO) across different organizations. The panel will include CIOs from Merrill Corporation, Lifesprk, and Minneapolis Public Schools. They will discuss the CIO's primary responsibilities, how they align business and technology strategies, the changing nature of the CIO role over the past decade, and challenges like managing a distributed workforce and balancing core IT needs with strategic objectives. The session will involve brief introductions from each panelist, a moderated discussion on these topics, and then questions from the audience.

1. IT Leadership and the Role the CIO
Plays Across the Entire Organization
Strategy, Change and Success

2. Session Agenda
230-240pm: Brief introductions from each panelist
- Who, What, Where, How
240-315pm: Moderated discussion
315-330pm: Questions from the audience

3. Moderator
Douglas Hegley
Director of Media & Technology
Minneapolis Institute of Arts
@dhegley
https://www.linkedin.com/in/douglashegley

4. Panelist
Tim Dokken
VP Technology Delivery,
Transactions and Compliance
Merrill Corporation
www.merrillcorp.com
www.linkedin.com/in/timdokken/

5. Panelist
John B Fraser
CTO for Lifesprk
President of Core
@johnbfraser
www.linkedin.com/in/johnbfraser

6. Panelist
Rich Valerga
Chief Information Officer
Minneapolis Public Schools
@mps_cio
www.linkedin.com/pub/rich-valerga/3/b28/157

7. What is the primary role of the CIO
in your organization?
• Reports to?
• Range of responsibilities?

8. Where does the CIO make
strategic impact?
• How does the CIO align business strategy
to execution and results?
• Who are your peers? CEO/CFO/CMO/COO?
• Is the role of the CIO to lead or to follow?

9. What is the most significant change in
the role of CIO that you have seen in
the past decade?
• Current top priority?
• Different than a few years ago? How?

10. History of the CIO Role in
Service Based Companies
© 2014 Lifesprk
1970-1980’s
• Finance had the first
need for automated
data processing
• CFO had a data
processor reporting
to them
• Toes in technology
1980-1990’s
• Complex systems still
mostly finance
• Advent of internet
and e-mail
• CFO has an IT
Manager
• IT role expands into
operations
1990-2000’s
• Everyone has a
computer at their
desk
• Director of IT as IT
staff needs increase
• Still typically left
under finance or
operations
2000-2010’s
• CIOs with varying degrees of
authority and responsibility
• Technology at core of service delivery
• CIOs wear many hats
• Vendor management
• Performance management
• Internal and external customer
service
• And more …

11. Changes since 2004
• Every employee is connected, always
• Cloud Vendors and the balance of privacy / agility
• BYOD
• Fully integrated solutions are expected
– elimination of data entry
• Technology can drive revenue and business
development
• IT managers and CFOs don’t make effective CIO’s
(despite our desire to think so)
• Outsourcing for a “real” CIO might be wise
© 2014 Lifesprk – John Fraser

12. Managing information versus
optimizing information?
• Is there a difference?
• Why does it matter?

13. Is technology a cost center or a
strategic business partner?
• How does this manifest itself in
your organization?

14. How can a CIO balance core IT needs
with big, strategic objectives?
• How do you justify the investment in IT?
• How can a CIO stay on top of both needs
at the same time?

15. What are the challenges of being
responsible for the performance of workers
who are not onsite?
• How does a CIO provide strategic
leadership to a distributed workforce?

16. BYOD: should we be scared?
• Actively support, tolerate, or deny?
• What controls need to be in place?

17. What keeps you up at night?

18. Questions from the Audience

19. Thank you!
Slides available online:
http://www.slideshare.net/dhegley