Stateofthecio2008 1210987739793979 8
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The document discusses three types of Chief Information Officers (CIOs): Functional Heads focused on IT operations; Transformational Leaders focused on business process transformation; and Business Strategists focused on competitive strategy. Most CIOs currently spend their time as Functional Heads, but the role is evolving towards Business Strategists. Business Strategists spend more time with business units, focus on external business processes, and have greater career rewards than the other two types.
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The document discusses the role of the Chief Information Officer (CIO) in Indian organizations. It notes that CIOs typically spend 60-70% of their time focused on technology and the remaining 30% on interpreting technology to implement business decisions. Successful CIOs are seen as enabling innovation, focusing on business imperatives, and building a shared vision of IT's role in supporting the organization's goals. The relationship between the CIO and the CEO is also important, as the CEO's vision of IT's strategic role affects how the CIO can add value to the business.
21306 The 2013 IT enabled Leadership Report
Yves Baguet, CIO of Clearstream, spends a significant amount of his time improving and innovating products and services for external customers. He aims to eliminate distinctions between IT and business employees by rotating them between roles. Baguet also represents Clearstream on industry boards to discuss business issues, not just IT, with customers and partners. His goal is for IT to identify interdependencies between technology, business processes, and data to help the organization as a whole.
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How Organizations Are Using Analytics in Succession Decisions
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Data and Findings - Accelerating IT Transformation with DATA
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
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Organization Management, business presentations
100 Organization Management models and diagrams for your powerful business presentations.
Content:
Powerpoint, presentations, business, slides, diagrams, charts, Organization Model, Scientific Management, Motivation Framework, Maslow’s Hierarchy, ERG Theory, Intrinsic/Extrinsic Rewards, Compensation Management, Job Enrichment, Group Performance, Linking Pin Organization, Likert’s Overlapping, Mintzberg’s Coordinating Mechanisms, Matrix Organization, Network Organization, Change Management, Hierarchical Structures, Formal Organization, Role Diagram, Job Description, Divisional Structures, Project Organization, Value Chain Management, Span of Control, Task Force, Organization Development, Growth Management, Learning Organization, Virtual Organization
Download these diagrams on
http://www.drawpack.com
(try our free membership offer)
Driving Digital Success: Three ROI Criteria for Competitive Advantage
Three ROI criteria can provide competitive advantage when used together:
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2. Customer satisfaction targets consider both exceeding expectations and meeting minimums.
3. Financial metrics like real options valuation that account for changing conditions outperform static analyses.
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This document outlines an agenda and presentation for a business analytics seminar for credit union executives and board directors. The presentation will define business analytics, explain how it can help credit unions address key issues like margin compression and regulatory compliance, and provide examples of how analytics can be applied to areas like marketing, risk management, and branch performance. Attendees will learn how predictive analytics can help credit unions retain members, optimize pricing, and streamline operations. The presentation will also cover getting started with business analytics projects.
IT_Professionals
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So why do we keep up the same ole-same ole review process when no one’s happy with it? Check out our ‘Reinventing Performance Management’ presentation with our performance management experts from Reliant and Love’s Travel Stops & Country Stores to:
-- Understand why so many of today’s performance management processes are broken … and how to fix them
-- Discover how to implement a review cycle that’s both regular and meaningful
-- Learn new performance management strategies to better engage team members and drive productivity
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-- Determine whether your company is guilty of “rater bias” and how to avoid it
8 150812201129-lva1-app6891 (2)
The document summarizes a presentation on reinventing performance management. It discusses common problems with traditional annual reviews, such as infrequent feedback, a focus on negatives, and forced distributions lowering morale. It then outlines trends in moving to a more continuous, strengths-based approach with simplified frequent feedback, measuring the right competencies, and using technology to make the process more efficient. The presentation provides examples of how Love's Travel Stops & Country Stores has successfully reinvented their performance system.
Managing Millenials
This document summarizes a presentation about managing millennials in the workplace. The presentation discusses:
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2) How management needs to fundamentally change to focus on trusting and valuing employees first to engage millennial workers.
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Stateofthecio2008 1210987739793979 8
- 1. Presenter’s name Presenter’s title Abbie Lundberg, Editor in Chief, CIO
- 2. Depending on their primary focus and predominant activities, CIOs can be classified into three types: FUNCTION HEADS Focused on running the IT organization, achieving IT operational excellence and providing reliable, effective services TRANSFORMATIONAL LEADERS Focused on creating change for their enterprise through process transformation and a close partnerships with business operations BUSINESS STRATEGISTS Focused on driving strategy for competitive advantage through activities that face across the enterprise and externally Based on CIO Executive Council Future State CIO model
- 3. CIOs Allocate Time Across Role Types A typical CIO
- 4. How the Archetypes Spend Their Time
- 5. State of the CIO 2008 Distribution 37% 51% 12%
- 6. Current and Future Distributions Current Distribution of CIOs Future Distri-bution of CIOs 0 25 50 75 100
- 8. Executive Leadership skills: Nine core competencies Egon Zehnder International
- 10. “ Outstanding” CIOs vs. CEOs Egon Zehnder International
- 11. Trends in the role, and how Business Strategists are different
- 12. The CIO Title Grows
- 13. Most CIOs Are Members of the Executive Committee
- 14. More CIOs Report to the CEO than Any Other Position
- 15. CIOs Spend Most of Their Time with Staff NOTE: Respondents were asked to estimate the amount of time spent with each group. Q: Of the time you typically spend interacting with each of the following constituencies, please estimate the percent of your time spent with each group.
- 16. Business Strategists Spend More Time in the Business Q: Of the time you typically spend interacting with each of the following constituencies, please estimate the percent of your time spent with each group.
- 17. Leadership Competencies Different Among Types Q: Which of the following executive leadership competencies is most critical to your current role? Choose three.
- 18. Business Strategists More Focused on External Processes Q: Which business processes are you currently improving with IT? Please check all that apply. 32% 39% 39% 38% Risk management 33% 39% 40% 39% Inventory management 56% (4) 39% 34% 39% Marketing 41% 39% 42% 40% Order/invoice processing 41% 45% (5) 37% 42% Supply chain/logistics 63% (3) 42% 36% 42% Sales 40% 39% 48% (4) 43% (5) Asset management/maintenance 48% 48% (4) 47% (5) 48% (4) Compliance 54% (5) 57% (3) 51% (3) 54% (3) Human resources 81% (1) 67% (2) 67% (2) 69% (2) Customer service/support 70% (2) 69% (1) 73% (1) 71% (1) Accounting & finance Bus. Strategist Transfrm'l Leader Function Head Total Q: Which business processes are you currently improving with IT?
- 20. The CIO’s Choice Traditional IT Focus on… Operations Efficiency Optimization Business Technology Leadership Strategy Innovation Enablement