SeaSIM 2011 EA_CIO Focus

Chapter 07
Enterprise Architecture,
CIOs, Executive
Management and
Successful Organizations

Enterprise Architecture: CEOs and CIOs - Chapter 7  2010 Raymond A McKenzie

Why a Focus on CIOs

Leon Kappelman

In “The SIM Guide to Enterprise Architecture” there
is an implied set of relationships among:

 Enterprise Architecture;
 CIOs;
 Executive Management Teams; and
 successful organizations.

The following slides provide examples. Some
more direct than others.

Quotes taken from “The SIM Guide
to Enterprise Architecture” edited
by Leon Kappelman, published by
CRC Press © 2010 by Taylor and
Francis Group


Why a Focus on CIOs
In the Forward, Jeanne Ross of MIT reports:
“For years … argued that IT should have a place at the
management table … it is hard to argue that … the CIO
should be an equal force on the senior management team.”
“Enterprise architecture comes to the rescue.”
“What they have overlooked (and are starting to recognize)
is that they can‟t manage integrated systems and
processes by committee. Someone needs to provide
leadership …[b]ecause IT people are the people most likely
to understand … they are the natural leaders to assume
responsibility for architecting their companies‟ business
operations.” (The SIM Guide Page xli)
Randolph C. Hite of the U.S. Government Accountability
Quotes taken from “The SIM Guide Office (GAO) is a little more direct.
“I think the chief architect will be sitting at the board of
Francis Group director‟s table, and I think when they talk about changes
to the organization, then they‟re going to say, „Let‟s pull up
the architecture.” (The SIM Guide Page 16)


Why a Focus on CIOs
Kappelman puts it this way:
“Nearly sixty years of experience gathering and meeting
business requirements makes IT professionals particularly
well positioned to lead this enterprise evolution by building
their EA capabilities upon the foundations of their up until
now stove-piped system requirements capabilities.”
“After all, specifying system requirements … is presumably
all about applying systems thinking to enterprise while
building shared vision with shared models, all the while
working in teams to bring about said shared vision … as
Zachman opines, the end object is the reengineer and
remanufacture the enterprise … then it would seem that no
other group is better prepared to facilitate this evolution of
the enterprise into the future than IT professionals.”
(The SIM Guide Page 5-6)
Quotes taken from “The SIM Guide
Francis Group


Why a Focus on CIOs

The purpose of this presentation is to step-
back from these possible relationships and
focus for a few minutes on research that
Analyst
Pragmatist
has been done on CIOs and their role
Synthesist within organizations. While much is written
Realist
Idealist about CIOs - in this presentation I want to
focus on only three areas:

Competency
Knowledge
 Perceptions about CIOs
Skill
Expertise
Proficiency  Capabilities of CIOs
 Possibilities for change that will impact
CIOs
Opportunity

Future
Possibilities
Probabilities
Each of these will raise questions - that
can only be addressed by CIOs
themselves.


Biases and Predisposition

Before proceeding it is only fair that I share
with you my biases, predisposition,
prejudices, beliefs ……

 Enterprise Architecture is a metaphorical
expression. (SIM Guide 80+) And “architecture”,
itself, is a poor metaphor - perhaps I
should say the wrong metaphor. May
have been appropriate for the IBM 360
“Metaphors We Live By”
Lakoff and Johnson architecture - but that does not translate
to organizations, to social structures.
 Zachman‟s Framework is a wonderful
framework but of little practical use in
helping organizations set, create and
implement new business directions.


This is NOT An Enterprise

The Roman Coliseum may or
may not be architecture - but we
can be certain of one thing - it is
NOT an organization or an
enterprise.

“This is NOT architecture!”
“Space is the Machine” by
Bill Hillier, Professor of
Quotes taken from “The SIM Guide to Enterprise Architectural and Urban
Architecture”, Page 37 - Architecture is Architecture is Morphology in the
Architecture by John Zachman, edited by Leon University of London.
Kappelman, published by CRC Press © 2010 by
Taylor and Francis Group


These are NOT Enterprises


Not just Ugly on the surface - Ugly to the core

QuickTime™ and a
decompressor
are needed to see this picture.


No Relationship
Architect
Architecture

Manufactured Article

Owners
Executives
Managers

Why a Focus on CIOs

The purpose of this presentation is to step-
back from these possible relationships and
focus for a few minutes on research that
Analyst
Pragmatist
has been done on CIOs and their role
Synthesis within organizations. While much is written
Realist
Idealist about CIOs - in this presentation I want to
focus on only three areas:

Competency
Knowledge
Skill
Expertise
Proficiency  Capabilities of CIOs
Opportunity
CIOs
Future
Possibility
Potential
Possibility
Each of these will raise questions - that
themselves.


Perceptions

Analyst

Pragmatist

Synthesist

Realist

Idealist


Thinking Styles of North American IT Executives

“The paper provides a preliminary report
of a study of the thinking styles of mid-
level and senior information technology
executives from the United States.”

Delisis Danielson

Quotes taken from “Thinking Styles of North American IT Executives”
by Peter S. Delisi and Ronald L. Danielson published in the
Proceedings of the Third Annual Global Information Technology
Management World Conference, New York, June 23 - 25, 2002


Thinking Styles of IT Executives

“see world as structured, “see world as constantly
organized and predictable changing and unpredictable
and believe there is one best requiring a flexible “what-ever”
method for doing anything.” works method.”

Analyst Pragmatist

“focus on ideas, find
Synthesist connections where
others see none.”

Realist Idealist

Diagram based on the Inquiry “experience reality as a
“inductive and have mental Mode Questionnaire by Harrison
and Bramson as described in whole into which new data is
models derived from the “Art of Thinking”(1984)
assimilated, based on
observation and experience.” perceived similarities to
things that are known.”


Thinking Styles of IT Executives - GAP 1

The way IT Executives GAP 1
are perceived - by CEOs.

Analyst Pragmatist

Synthesist
The way IT
Executives
Diagram based on the Inquiry
Mode Questionnaire by Harrison
Realist Idealist
actually think.
and Bramson as described in
the “Art of Thinking”(1984)

“The data [survey of IT Executives] refutes the idea that IT executives are highly
analytic and capable of only narrow, focused work. Indeed, the data suggests that,
greater frequency than in the population at large, IT executives are likely to
possess skills that make them capable of broad, open-ended activities that span
the range of the enterprise.”

Thinking Styles of IT Executives - GAP 2

The way IT Executives
see themselves.

Analyst Pragmatist
GAP 2

Synthesist
The way IT
Executives
Diagram based on the Inquiry
Mode Questionnaire by Harrison
Realist Idealist
actually think.
and Bramson as described in
the “Art of Thinking”(1984)

“The data [survey of IT Executives] refutes the idea that IT executives are highly
analytic and capable of only narrow, focused work. Indeed, the data suggests that,
greater frequency than in the population at large, IT executives are likely to
possess skills that make them capable of broad, open-ended activities that span
the range of the enterprise.”

Impact of Perceptions

“Contrary to popular belief, a significantly
smaller proportion of these executives prefer
analytic thinking, and a significantly larger
proportion prefer holistic thinking, than
would be expected.”
“This reality, coupled with a common
(mis)perception that holds the opposite view,
may preclude IT executives from making
optimal contributions to the organization as
a whole.”

Quotes taken from “Thinking Styles of North American IT Executives”
by Peter S. Delisi and Ronald L. Danielson published in the
Proceedings of the Third Annual Global Information Technology
Management World Conference, New York, June 23 - 25, 2002


Can the gaps be closed, if so, how?

?
The question that needs to be addressed
- what can be done to close the
perception gaps, thus enabling CIOs to
make full and complete contributions to
the organization as a whole and to the
relationships among the following:

 Executive Management Teams;
Analyst Pragmatist
 CIOs; and
Synthesist  successful organizations.

Because without closing these gaps -
Realist Idealist establishing and sustaining the above
relationships will be difficult.


Capabilities

Competency
Knowledge
Skill
Expertise
Proficiency


Why CIOs Are Last Among Equals
Delisis Mobert Danielson

In this article the authors ask the
question - “Are CIOs doomed to
forever be second-class citizens
Santa Clara University
among top executives?”
“Chief Information Officers are more
important than ever to the success of
their companies, given the crucial role
of information technology has come to
play in every aspect of business. But
in most companies, the CIO still isn‟t
viewed as a peer by other senior
executives, who tend to see CIOs as
specialists lacking the full set of broad
management skills.”
A more important question raised is -
Quotes taken from “Why CIOs Are Last Among
Equals” written by Delisis, Mobert and Danielson “What‟s holding them back?”
published in the Wall Street Journal May 24, 2010


Santa Clara University

Delisis, Mobert and Danielson:
Santa Clara University (Information
Technology Leadership Program)


CIOs - Skills They Lack
According to Delisis, Mobert and Danielson - skills that CIOs lack.

Leadership “… lead in determining how technology can help
their company.”
“… how to base their work … on a broad
Strategic Thinking understanding … or how to build capabilities …
with the future in mind.”
Synthesis Skills “… the ability to pull together all the available
information to solve a business problem …”

Communication Skills “… good questioning, listening and sales skills.”

“… making their fellow executive see the value in
Influence Skills what they do.”

“… lack the skills to build such relationships at
Relationship Skills
work.”

Restating the Position

Restating Delisis, Mobert and Danielson - in a positive
way. Effective CIOs use Executive Skills to mobilize and
link their Domain Knowledge and Business Knowledge.

Finance, Business Enterprise
Model & Value Leadership Architecture
Proposition

Human
Resources, Relationship Influence Management
Partners Futures
& Cultures
Business Executive Domain
Knowledge Skills Knowledge
Customers, Risk
Competitors Strategic
Thinking Analysis & Operational
& Business Futures
Synthesis
Strategy

Operations
& Operational Technology
Communication Futures
Capabilities


Supporting White Paper - Six Initiatives for CIO

“Distilling the results from our interviews and
relevant research, we believe there are six
initiatives a CIO must pursue to be successful
in the eyes of these CEOs and their like-minded
colleagues. These initiatives are:

 Developing a big picture perspective
 Enhancing interpersonal skills
 Raising awareness of the value of It
 Reporting results
 Establishing relationships and increasing
visibility
Quotes taken from “A CEO‟s-eye view
of the IT Function” by Peter S. DeLisi,
Ronald L. Danielson, Barry Z. Posner -  Becoming a change agent
Published in Business Horizons,
Volume 41, Issue 1 January-February
1998, Pages 65-74


1. Developing a Big Picture Perspective

“Distilling the results from our interviews and
relevant research, we believe there are six
initiatives a CIO must pursue to be successful
in the eyes of these CEOs and their like-minded
colleagues. These initiatives are:

“A classic series of longitudinal studies on
career advancement (Clark and Clark 1994)
identified only two predictors of whether a new
hire would someday move to the top of the
organization. One of those indicators of
success was that the employee always had a
bigger picture perspective than that demanded
by their immediate position, trying to
Quotes taken from “A CEO‟s-eye view understand how their role fit into the larger
Ronald L. Danielson, Barry Z. Posner - context and how they could impact the larger
Volume 41, Issue 1 January-February system.”
1998, Pages 65-74


2. Enhancing Interpersonal Skills

“The fundamental communication skills are
speaking and listening effectively, so one can truly
understand the viewpoints and needs of those one
interacts with.
Earl and Feeny (1994) note that successful CIOs
are „able to absorb and use the language of
production or marketing and show understanding
of and sensitivity to their colleague's concerns.‟
Attending to non-verbal communication cues,
such as attitude and body language, are also
important to effective communications.”

Ronald L. Danielson, Barry Z. Posner -
1998, Pages 65-74


3. Raising Awareness of the Value of IT

“For example, Royal Bank of Canada hosted a three
day symposium for senior management to which
major customers were also invited. The symposium
focused on themes such as „technology means
business‟ and „in partnership we can do it together,‟
and provided hands-on use of technology for all
participants. After this particular event, their CIO
commented, "These sessions changed the profile of
IS in the bank and opened up the eyes of bank
executives and customers alike to what is becoming
possible." (Tapscott and Caston 1993) Focusing on
how CIOs can create a more favorable impression
with senior management, let us look at three
possible marketing programs: executive education,
Ronald L. Danielson, Barry Z. Posner - hands-on executive use of IT, and IT strategic
Volume 41, Issue 1 January-February planning.”
1998, Pages 65-74


4. Reporting Results
J. H. Grossman, "Perspectives on 'The End
of Delegation?: Information Technology and “This was also the idea behind IBM's requirement that
the CEO'", Harvard Business Review, salespeople make a CAPS (Customer Annual Progress
September - October 1995, p. 172.
Summary) report to their customers. This was a formal
standup presentation in which the salesperson
highlighted IBM's contributions to the organization in that
current year. This CAPS presentation was typically
delivered to a senior executive (at least one level above
the level that the salesman normally worked with) and
would be a significant reminder of the value that IBM
had provided.”

“Listen to how the Chairman of the New England
Medical Center describes this kind of information
(Grossman 1995): "The information services department
prepares an annual performance report on investments
and achievements and compares it with the medical
center's strategic initiatives. We use this report to
Quotes taken from “A CEO‟s-eye view evaluate the degree to which our information technology
Ronald L. Danielson, Barry Z. Posner - infrastructure is helping us become a higher quality,
more effective, and more efficient service provider."
1998, Pages 65-74


5. Establishing Relationships & Increasing Visibility
“The Nature of Information Technology Work:
The Work Life of Five Chief Information
Officers” by Charlotte S. Stephens published
in Prometheus Volume 17, Issue 2, June
“Stephens (1995) also notes that „Alliances
1999, page 257 with internal peers was critical for CIOs,‟ and
the 50% of effort outside the IT organization
mentioned above was consistent with actual
time allocations in her observations of
successful CIOs. Others have commented on
the importance of building alliances, primarily
through informal one-to-one meetings.
Obviously, good interpersonal skills enhance
the ability to build relationships.”

1998, Pages 65-74


6. Becoming a Change Agent

“Sometimes big impact opportunities occur within a
functional unit. Other times they come at the
intersections of two or more functional areas. Leonard-
Barton (1995) characterizes these boundaries as
sources of „creative abrasion,‟ places where poor
interfaces in the flow of information between functional
units hinder operational effectiveness. Established
relationships with peers in those functional units allow
CIOs to explore the frustrations and impediments within
functional units, and serve as a bridge across the units.”

“Exploring the internal corporate landscape is not CIOs'
only source of ideas for improving the competitive
stance of their organization. There is also a role to play
as „intelligence agent,‟ finding innovative applications of
information technology in other organizations, distilling
of the IT Function” by Peter S. DeLisi, the experience, and then applying that experience to
Published in Business Horizons, their own company. Earl and Feeny (1994) describe this
1998, Pages 65-74
as "interpreting external IT success stories.”


2009 - IT Lessons From Leadership Laboratory

“A careful assessment of eleven years of
experience with ITLP [2009] has led us to
two general conclusions. First, the most
important focus for developing IT
professionals should be on helping them
acquire senior executive-level skills. The
second general observation is that there
is a gap between the skills required of a
senior executive and the skills that most
IT professionals currently have.”
Leadership

Relationship Influence

Executive
Skills

Strategic Risk
Thinking Analysis &
Synthesis

Quotes taken from “Lessons from an Information Technology
Leadership Laboratory” by Peter S. Delisi, Dennis Moberg and
Communication
Ronald L. Danielson published 2009



?
- what can be done to close any skill
gaps, thus enabling CIOs to make full and
complete contributions to the organization
as a whole and to the relationships among
the following:

Leadership  Executive Management Teams;
 CIOs; and
Relationship Influence
 successful organizations.
Executive
Skills
Risk
Strategic
Thinking Analysis & Because without closing these gaps -
Synthesis
establishing and sustaining the above
relationships will be difficult.
Communication


Possibilities

Opportunity
Future

Potential

Possibilities


The New Agenda for the CIO
A changing agenda for CIOs:

Alignment Co-evolution

IT Strategy Business Priorities

Investment Value Realization

Enabling Change Shaping Change

IT Solution Business Capability

Deploy Technology Exploit Information

Quotes taken from “Topics of Conversation: Governance as Governance as
The New Agenda for the CIO” by Joe
Peppard, Cranfield School of Management
Structure Behavior
March 2010.

IT like business IT for business


1. From Alignment to Co-Evolution

“For over three decades alignment has been the
watchword of the CIO. Indeed, surveys of IT issues
over the last 30 years have consistently ranked the
challenge of achieving alignment among the top three.”
“While this is a laudable objective, it of course assumes
that organizations do actually have an explicit business
strategy which can be aligned against.”
“Co-evolution recognizes that IT can also shape the
strategy of the organization through providing
innovative opportunities, particularly with new business
models defined by IT.” (The New Agenda Page 4)
Lack of an explicit strategy has often been observed. In
the book “Strategy Safari” Henry Mintzberg points to
the work of Inkpen (1995) who suggest that “Strategy
absence need not be associated with organizational
failure. Deliberate building in of strategy absence may
promote flexibility in an organization.” (Strategy Safari Page 19)


2. From IT Strategy to Business Priorities

“A key prescription for the CIO has always been to
develop the organization‟s IT strategy. Indeed, this task
usually appears in their job specification and is an
expectation that their C-level colleagues hold of them. The
reality is that many struggle to engage their business
colleagues in the IT strategy formulation process and
often end up „second guessing‟ the strategy and future
business direction, particularly when one is absent.”
“However, developing this strategy should not be seen as
a central focus of interactions with business colleagues.
Focusing on the business priorities of colleagues is more
likely to gain their interest and attention. (The New Agenda Page 5)
“DeBoever: I say this, „My goal is to reduce complexity
and to enable rapid change in business.‟
Ross: An alternative approach is to listen to what they
say their problems are and offer to solve them. Don‟t
talk about architecture.” (The SIM Guide Page 21)


3. From Investment to Value Realization

“This might seem like a subtle shift in emphasis, but its
implications are profound. A focus on identifying the
investments to make suggests that the decision to spend is
made by business executives with delivery managed by the
CIO and his organization. Unfortunately, unlike other
investments that a firm makes, the value of IT is not in its
possession; if it was, just building and deploying IT-based
systems would result in benefits automatically flowing to the
business, and we know that this I not the case …[t]he reality
is that generating value through information technology is
an organizational wide endeavor with executives and
employees having a role to play.” (The New Agenda Page 6)

“The Benefits Realization Process is designed to help
people build a shared vision of the benefits realization
process. It gives senior management a clear understanding
of what business results are to be achieved through a major
investment and of IT‟s contribution to those results.
(The Information Paradox Page 39)


4. From Enabler of Change to Shaping Change

“… CIOs shape change through innovation; seeking
opportunities to marry emerging technical capability with
business opportunities. They have typically dedicated
budget and resources for innovation, constantly searching
out new technologies and assessing their business
relevance.”
They realize that most „game-changer‟ innovations come
form technology, that their business colleagues can be slow
to spot.” (The New Agenda Page 7)

“Since technology plays such a central role in almost all
aspects of modern life it may come as not surprise that it
also plays a decisive role in corporate development and
competitive positioning of firms. This is no longer just the
case for the products and services of the traditional
technology based companies. Today, many companies
ranging from financial services firms to logistics companies
depend on technology in order to be successful. (Managing
Technology and Innovation Page 3)


5. From IT Solution to Business Capability

“What CIOs are telling us is that in promoting IT solutions,
the focus is on „the IT not „the problem‟ that requires solving.
Consequently, IT is seen as a solver of problems: this is the
magic bullet thesis. Focusing on providing a business
capability is more likely to get the attraction of business
managers as it emphasizes business and IT working
together to create a capability for the business to exploit.”
“The implication is that the business has to leverage these
capabilities if the expected benefits of the investment are to
be achieved.”(The New Agenda Page 7)

The authors make a clear
distinction between “Business
Capability” and “Organizational
Capability”.
The Capable Company Page 70-77)


6. From Deploy Technology To Exploit Information

“… recognize that while successfully implementing
technology is necessary, on its own it is not a sufficient
condition to generate value. Ultimately, value emerges from
usage of information and IT. Yet if examine how
organizations run a typical IT project it is clearly emphasizes
the deployment of technology; project metrics such as ..”
(The New Agenda Page 8)

“Information Orientation” by Marchand, Kettinger and
Rollins, published by Oxford Press.
“This book examines how the interaction of people,
information and technology establishes an orientation
towards the use of information within a company and how
this in turn affects business performance.”
(Information Orientation Page 1)


7. From Governance as Structure to Behavior
“What we find … is that many CIOs fail to recognize that
governance is ultimately about behavior not structure … Hi-
Impact CIOs … have framed the agenda to one focused
squarely on behaviors. Just as corporate governance seeks
to ensure that executive management act in the bet
interests of shareholders and owners … IT governance
should seek that behaviors about information and IT … are
made in the best interest of the organization as a whole.

“Six IT Decisions Your IT People Shouldn‟t Make” by
Jeanne Ross (author of Preface to The SIM Guide) - “Senior
managers need to take a key role in a handful of decisions.”

Strategy Execution
How much should we spend How good do our IT services
on IT? need to be?
Which business Process What security and privacy risks
should receive our IT dollars? will we accept?
Which IT capabilities need to Who do we blame if an IT
be company wide? initiative fails?


8. From Running IT as a business, to for Business
“Running IT like a business instills a certain mindset that
can be at odds with the real requirements of IT to generate
value to the business. The challenge is not to run IT like a
business but rather for the business. This entails identifying
opportunities for innovation, better business integration and
ways to increase customer value.”

“Lots of companies go wrong by implementing the IT-
business relationship as a supplier-customer relationship. In
these situations the business doesn‟t want or expect to be
challenged by IT - they just want it to make stuff happen; but
at the same time they complain that it doesn‟t add value.
For IT to deliver real business value, the relationship
between IT and business has to be more one of strategic
partnership.”
(The Technology Garden by Jon Collins et al. Chapter 9)


- what can be done to close the gaps

?
between the present agenda and the
new agenda, thus enabling CIOs to
make full and complete contributions to
the organization as a whole and to the
relationships among the following:

Alignment Co-evolution
 Executive Management Teams;
IT Strategy Business Priorities

Investment Value Realization  CIOs; and
Enabling Change Shaping Change  successful organizations.
IT Solution Business Capability

Deploy Technology Exploit Information Because without closing these
Governance as
Structure
Governance as
Behavior
gaps - establishing and sustaining
the above relationships will be
IT like business IT for business
difficult.


Why a Focus on CIOs

While much is written about CIOs - in
Analyst
this presentation I wanted to focus on
Pragmatist
Synthesist
only three areas:
Realist
Idealist

Competency
Knowledge
Skill
 Capabilities of CIOs
Expertise
Proficiency
CIOs

Opportunity

Future
Potential

Possibilities
Each of these raises questions - that
themselves.


Chapter 07
Enterprise Architecture
CEOs, CIOs
and Management
Supplementary Notes


Next Up: The 21st Century CIO
- Cameron - Forester - Dec 2007

Perceptions  Multilingual and multitasking
Cameron
 Less time on how - more on creative talents
 Political skills well tuned

Capabilities  Business analysis, financial management,
communication, risk management, business
competitiveness and new market opportunities
 Knowledge of business at MBA level and CxO-
ready - the language of business
 Focus on business results, innovation and
socializing innovative investments
Quotes taken from “Next Up:
 Focused on competitiveness of company, its
The 21st Century CIO” by partners, and its customers - long-term
Bobby Cameron, published
by Forrester Research ©


2007 by Forester Research
Possibilities Innovation becomes the transformation process
 Non-IT staff will drive the use of technology
 Business-focused execs take charge


Transforming the IT Infrastructure to Generate Business Advantage:
The CIO Agenda to Enable Innovation that Matters - IBM - 2006

Perceptions  None

Capabilities  Running IT like a business
 Third party sourcing of activities that do not
differentiate the business
 Alignment of IT with the business strategies

Quotes taken from
“Transforming the IT
Infrastructure to generate
business advantage: the


CIO agenda to enable
innovation that matters” by Possibilities None
IBM Global Technology
Services © 2006 by IBM
Corporation


CIOs: Avoid IT Marginalization On the Path to BT
- Cameron - Forester - Jul 2007

Perceptions  “CEOs … don‟t see IT as … source for
Cameron
business improvement or innovation.”
 CIOs face “limited or even negative
expectations”
 “… CEOs expecting little from IT.”
 “… [few] … see IT as a proactive leader”
Capabilities  Running IT like a business
 Optimizing IT resources to meet business
objectives
 IT-based Business Innovation - Using technology
to transform a business process, market offering
or business model to boost value … for the
Quotes taken from “CIOs:
Avoid IT Marginalization On
enterprise, customers or partners.
The Path to BT” by Bobby
Cameron, published by
Forrester Research © 2007 Possibilities  “… CEO set up a CTO office outside of IT to
by Forester Research drive technology-based business innovation.”
 “… control over technology use shifts to the
business.”
 “… continuously synchronize … resources with
businesses‟ ever-more complex demands”

Bill George on CIOs: Get Out And Lead
- Brian Watson - CIO Insight - Oct 2009

Perceptions  “… CIOs need to get out in front …[t]hey
need to be leaders.”
 “ … being creative enough to get our
company …”
 “… become advocates …”

Capabilities  “… harness the importance of IT to enable the
business.”
 “… part of battle … is to communicate IT‟s
capabilities … demonstrate value.”
 how to build “market share … revenue base …
connect with customers.”
Quotes taken from “Bill  “… be engaged with the business.”
George on CIOs: Get Out
and Lead” by Brian P.
 “… get out there and build relationships.”
Watson, published by CIO
Insight © 2009 by CIO
Insight Possibilities  “… no one knows when normal will return, or
what normal looks like.”
 “… markets will look different …”
 globalization - “seamless on a global scale”


Strategic Insights Survey: An IT Leadership Perspective
- Albert Ellis - Harvey Nash - 2008

Perceptions  “… erosion of influence IT leaders wield in
shaping business strategy.”
 “… disenfranchised and drifting away from the
business …”
 “… not expected to innovate with technology.”
Capabilities  “… collaborating on innovation …”
 “… getting more involved in business strategy…”
 “… soft skills … leadership and communication.”
 “… IT awareness … ranked outside the top 10.”
 “… business skills … leadership skills”
 “… building and maintaining relationships with
business.”
 “… have both technology and business acumen.”
Quotes taken from “Strategic
Insights Survey: An IT  “… politically savvy and commercially astute.”
Leadership Perspective” by  “… how to influence and negotiate.”
Albert Ellis, published by
Harvey Nash © 2008 by  “… top three … leadership, communication and
Harvey Nash
influencing
Possibilities  “Outsourcing and off shoring … are becoming
even greater…”
 “… collaboration suppliers, customers, industry
peers and competitors.”

Using Collaboration to Enable the Innovators in Your Organization:
Part of the CIO Implications Series - IBM - 2006

Perceptions  “… three classes of innovative collaborators
… Dreamers … Implementers …
Consumers …”

Capabilities  “… contribute actively to business growth,
competitive differentiation and innovation …”
 “… the top three priorities … Business model
innovation, Collaboration, and Integration
between IT and the business …”
 “… collaboration - with partners, customers,
consultants, competitors, associations and
academic groups.”
Quotes taken from “Using
Collaboration to Enable the  “… understanding of how participants work
Innovators in Your
Organization: Part of the
together to innovate …”
CIO Implications Series” by
IBM Global Services © 2006 Possibilities  None
by IBM Corporation


Convergent thinking among the C-Suite: Why Integration and
Collaboration Spell Big Opportunities for CIOs - IBM - Jun 2008

Perceptions  “… get comfortable with unpredictability and risk.”
 “… from technologist to strategist and visionary.”
 “… recognized …. as the change agent …”
 “… cross-functional thinking …”
 “… business insight … business partner …”

Capabilities  “… enterprise integration and collaboration as
essential enablers for business growth.”
 “… moving toward new business designs, building
collaborative energy and delivering a steady
stream of differentiating ideas and innovations.”
 “ … establishing a change vision and strategy for
the enterprise … leveraging cross-functional
Quotes taken from synergies to bring holistic value … overcoming
“Convergent thinking Among
the C-Suite: Why Integration
technical, organizational and cultural barriers …”
and Collaboration Spell Big
Opportunities for CIOs” by
 “… better communication …”
IBM © 2008 by IBM
Corporation Possibilities  “… market and technological change are rocking
every aspect of your world.”
 “… the velocity of change …”
 “… changed business models …”

An Investigation of the Effect of IT Culture on the Relationship between
IT and Business Professionals - Nord - Oklahoma - Aug 2006

 weak IT-business relationships
 cultural chasm between business and IT professionals
 mis-matched expectations between business and IT
 Repeated project failures, project delays and cost
overruns … destroy the credibility of IT
 Credibility problems reduce the status and influence of IT,
which may create further difficulties in gaining
management cooperation, responsiveness, involvement
and securing resources.

 Culture - “the customs and rituals that societies develop over
time”
Quotes taken from “An  “organizations develop and perpetuate their own cultures”
Investigation of the Effect of
Information Technology (IT)
 Organizational culture - “a shared set of beliefs, values and
on the Relationship between norms present in an organization expressed through
IT and Business
Professionals” by Jeretta
organizational structures, control systems, power structures,
Nord et al, © 2010 by Nord symbols, ceremonies, myths, rituals, special languages, and
stories that in turn influence people‟s behavior.”
et al

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