© center for cio leadership 2011 1 the changing role of the public and private sector cio in...
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1© Center for CIO Leadership 2011
The Changing Role of the Public and Private Sector CIOin Creating Connections that Count
Harvey Koeppel, Executive DirectorCenter for CIO Leadership
2© Center for CIO Leadership 2011
A global community to provide thought leadership, drive research and education to advance the CIO profession Founded in October 2007 by IBM
Independent non-profit industry association
Peer community > 2,400 CIO members
Membership in >70 countries, >45 industries
Small, medium and large segments
Private and Public sectors
The Center for CIO Leadership
3© Center for CIO Leadership 2011
Research Focus Define key competencies Identify gaps
Education Focus Develop content and curricula Work with academic partners for delivery
Web-based Community Educational content Peer Directory
In-person Events Salons Virtual Round-tables
Mentor Program
The Center for CIO Leadership
4© Center for CIO Leadership 2011
The Center for CIO Leadership
> 2,400 Global CIO Members
5© Center for CIO Leadership 2011
Who Are Today’s CIOs? Reporting Structures
Relatively unchanged during past few years the “new normal” is trending towards more CFO/COO reporting
23%
17%
17%
43%
0% 10% 20% 30% 40% 50%
OTHER
CFO
COO
CEO
Who CIOsReport To
Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”
6© Center for CIO Leadership 2011
CIOs believe that they have a clear vision of how IT will drive their business forward
There is a gap between their vision and how they believe their colleagues perceive them
80%
91%
70% 75% 80% 85% 90% 95%
Perceived asLeaders of
Change
Have a ClearIT Vision
Who Are Today’s CIOs? Leadership
Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”
7© Center for CIO Leadership 2011
CIOs have a seat at the business table yet are still learning how to find their voice
51%
67%
74%
88%
0% 20% 40% 60% 80% 100%
HAVE IT METRICS ALIGNED WITHBUSINESS VALUE
INVOLVED IN BUSINESS STRATEGYDEVELOPMENT
COLLEAGUES ALIGNED WITH IT VISION
HAVE STRONG C-SUITERELATIONSHIPS
Who Are Today’s CIOs? Business Strategy & Process
Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”
8© Center for CIO Leadership 2011
CIOs are actively looking for new ways to leverage IT to create sustainable business value and growth
They report challenges in securing investment resources to implement their innovation ideas
63%
83%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
SUCCESSFULLY SECURERESOURCES FOR
INNOVATION
LEVERAGE IT FORBUSINESS GROWTH
Who Are Today’s CIOs?Innovation & Growth
Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”
9© Center for CIO Leadership 2011
CEOs see innovating with customers and partners as a critical competitive differentiator (IBM 2008 Global CEO Survey: Enterprise of the Future)
64%
0% 10% 20% 30% 40% 50% 60% 70%
WORK WITH CLIENTS ANDOTHERS EXTERNALLY TO
DEVELOP NEWOPPORTUNITIES
Who Are Today’s CIOs?Innovation & Growth
Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”
10© Center for CIO Leadership 2011
Needs are generally well-known with respect to IT Talent planning is an area for further development Delegation remains a critical need for improvement
69%
64%
93%
0% 20% 40% 60% 80% 100%
HAVE A PROCESSFOR DELEGATING
AUTHORITY
HAVE A PLAN TOACQUIRE & GROW
TALENT
CLEAR ABOUTSKILLS NEEDED
Who Are Today’s CIOs?Organization & Talent Management
Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”
11© Center for CIO Leadership 2011
Who Are Today’s CIOs?The Outward Focus
“Good CIOs try to make their
organizations focus outward, not
inward. Making your own shop
run well, and keeping its costs
down and its goals met – those
things are necessary, but not
sufficient...”
Alex Cullen, VP & Research DirectorForrester Research, Inc.
12© Center for CIO Leadership 2011
Global economic challenges continue
Extremely tight credit environment
Financial fragility is very high
Competition continues to increase from everywhere
The desire for partnerships and collaboration abound
Enterprises must do the exceptional to delight the customer
The role of government continues to increase
The mandate for transparency is everywhere
The Journey to Becoming a Business-Savvy CIOThe New Normal
13© Center for CIO Leadership 2011
Economic challenges require CIOs to lead in new ways CIOs have a unique end-to-end view of the business This perspective places them in a critical seat to lead
the organizational shifts required The shifts are mandating CIOs to balance multiple
roles
The Business-Savvy CIO has strong business acumen, is a leader in the C-Suite Makes innovation a practical reality Creates a strong understanding of the ROI of IT Expands the business impact and influence of IT
The Journey to Becoming a Business-Savvy CIOThe CIO Opportunity
14© Center for CIO Leadership 2011
Develop and implement a resource plan to create the right bench strength for your IT organization
Enhance your delegation skills and distribute authority to free up your time to deepen business and external partner relationships
Work with your C-suite partners to support the enterprise evolution to a more innovative global business model
Step up into the role of an enterprise leader who can contribute to generating sustainable business value and growth
Go back to the beginning and start again…
The Journey to Becoming a Business-Savvy CIOThe Business-Savvy CIO Roadmap
15© Center for CIO Leadership 2011
Join the Conversation
For more information, visit our site or contact:
Harvey Koeppel
Executive Director
Center for CIO Leadership