attention deficit survey summary 15 june 2010
DESCRIPTION
Colin Ashurst presented our research findings to some of NE England's leading CIOs.TRANSCRIPT
Exploring the management of IT in the North East of England
Is there an IT ‘attention deficit’?
How can we help organizations realize the strategic potential of IT?
Outline of this session
• The research – drivers and outline
• Findings– Strategic contribution of IT– Insights into the current IT capability of organizations– Key issues and themes
• Making a difference: next steps
The research: drivers for the study
• Continued IT innovation: pervasive impact and strategic opportunities
• General evidence of a serious IT attention (& skill) deficit
• To develop the role / contribution of the CIO and IT function
• To contribute to business performance by developing a stronger capability to realize the strategic potential of IT
The research: outline of the study
• Short questionnaire
• Dec 2009 / Jan 2010
• 117 responses– 55% from Board level management– 75% senior business & IT management– 78% of respondents have head office in North East
STRATEGIC CONTRIBUTION OF IT
Benefits being realized from investments in IT
% of responses
Contribution of IT to strategic objectives
% of responses
Contribution of IT to strategic objectives
% of responses
% of IT projects successful in realizing benefits
% of responses
INSIGHTS INTO THE CURRENT IT CAPABILITY IN THE NORTH EAST
There is a CIO who is a full member of the senior management team
% of responses
There is a CIO who is a full member of the senior management team
% of responses
IT is a major topic at senior management team meetings
% of responses
Key issues considered by the senior management team
% of responses
Senior management are effectively engaged in the IT strategy
% of responses
IT are engaged from the very beginning of a strategic initiative
% of responses
The IT vision is clearly aligned with the corporate vision
% of responses
Senior business and IT managers speak the same language
% of responses
The senior management team has expertise in IT strategy and project
delivery
% of responses
Leadership development activities address business manager engagement in IT
strategy and project sponsorship
% of responses
WHAT ARE THE KEY ISSUES?
Key points (Note – IT is critical to business in 94% of responses)
Statement %
There is a CIO / IT Director who is a full member of the senior management team
45%
The senior management team takes action to obtain information on IT trends and business opportunities enabled by IT
27%
The ‘ IT vision’ is clearly aligned with the corporate vision 40%
Senior business and IT managers speak the same language 29%
The senior management team has expertise in IT strategy and project delivery
35%
Leadership development addresses business manager engagement in IT strategy and project sponsorship
27%
% agree / strongly agree
Success factors: contributing to realization of benefits from IT
• High quality training, support and encouragement• IT people understanding the business• Business people understanding the potential use of IT• Business sponsorship• Alignment with business objectives• Clear goals• Engagement at all levels – from earliest opportunity• Communication• Openness to new ideas• Resource allocation• Technical and change skills Direct from the free
text responses
Barriers to realization of benefits from IT
• Time to implement systems
• Short term investment horizon
• Resistance to change
• Lack of business engagement
• IT is regarded as a cost
• Lack of training
• Lack of vision
• Skills shortages
• Lack of clear priorities
• Inability of IT professionals to communicate with non IT managers
Direct from the free text responses
MAKING A DIFFERENCE: NEXT STEPS
Exploring three key areas….
Three priority areas
1. Establish a programme of action to increase the benefits realized from existing systems and information
2. Develop the role of the CIO and IT leadership team to make a greater strategic contribution.
3. Develop an ‘IT savvy’ business leadership team.
EXPLOITATION OF EXISTING SYSTEMS AND INFORMATION
What are the specific opportunities?
What would we like to know?
Exploit current systems and information
Exploitation: ITDF workshop
• The key challenge from the survey: realizing benefits from current systems and information.
• The opportunity: a workshop session to share ideas and opportunities with colleagues– The workshop will tackle a number of key themes based on the
discussion on 15th June and the interests of participants
– There will be input on good practices
• Timing and format: 9.00am - 1.00pm on 17th Sept 2010 at Durham Business School (breakfast from 8.30 & lunch at 1.00)
Three priority areas
• Establish a programme of action to increase the benefits realized from existing systems and information
• Develop the role of the CIO and IT leadership team to make a greater strategic contribution.
• Develop an ‘IT savvy’ business leadership team.
What can we do to tackle these areas?
Aligning the role of the CIO to the strategic contribution of IT
IT Director IT supply. Technical focus.
Evangelist CIO Changing mindsets about information. Identifying sources of competitive advantage.
Innovator CIO Delivering opportunities for securing advantage. Raising profile of IT as a business partner.
Facilitator CIO Empowering and enabling the business with information capabilities.
IT Director (II) IT supply orientation. Develops agile infrastructure.
From ongoing work by Prof Joe Peppard at Cranfield
Building the IT leadership capability:a project at Newcastle University
• Initial assessment
• 5 * 1-day workshops introducing the benefits toolkit and building skills (25 people – business & IT)
• Apply the ideas in ‘real-time’ to specific projects
• Follow up activity to work with 5 key projects
• Provide a foundation for a new approach to ‘business as usual’
Building the IT leadership capability:a project at Newcastle University