CIO: Business Executive

Transcription

1 CIO Challenge 2016 CIO: Business Executive and / or Information Technology Expert Louise van der Bank CIO, AfriSam

2 CIO as Business Leader Business leaders expect CIOs to drive strategy and to take the lead in digital innovation and transformation in order to grow revenue. To capture the real business benefits, leadership from the CIO, both as a business executive and information technology (IT) expert, and partnership between the CIO, the CEO and other senior executives are key. The CIO is required to foresee business-changing opportunities inspired by strategic technology innovations. 2

3 Change from IT Leader to Business Leader IT Leader Business Leader Digital Transformation Big Data & Internet of Everything Complexity (Business & Technology) Technology Innovation On-line; On-demand 3

4 CIO as Business Leader Success Factors Value Delivery Business Partnerships Performance Measurement Business & Technology Integration Talent Management Governance & Compliance 4

5 Deliver Business Value Contribute to business strategy Lead Information driven Business Transformation Understand the role that IT plays Business enabler and Business driver Role bigger than just IT 5

6 Foster Business partnerships Align Work side by side with business partners Expectation and possibility IT Investment with business goals Collaborate Peers Partners Customers Suppliers Seat at the table 6

7 Measure Performance Express IT performance using business metrics e.g. Operating margin, Revenue growth Basics need to be in place (maturity) Benchmark performance Communicate performance 7

8 Business and Technology integration Breaking down of organisational silos Integration and alignment of Business process Systems Data Allow for Agility Flexibility Scale 8

9 Talent management Build a high performance IT organisation Elite IT talent New IT talent to bring in leading technology practices Business knowledge Sourcing arrangements Scale the workforce rapidly Coaching and mentoring 9

10 Governance & Compliance Corporate Governance & King III Business & IT continuity IT Compliance IT Risk Management Information Security Information Management Reporting King III principles for Governing IT The Board should be responsible for IS Governance. IS should be aligned with the performance and sustainability objectives of the Company. The Board should delegate to Management the responsibility for the implementation of an IS governance framework. The Board should monitor and evaluate significant IS investment and expenditure. IS should form an integral part of the Company s risk management. The Board should ensure that information assets are managed effectively. Risk and Audit Committee should assist the Board in carrying out its responsibilities. 10

11 7 Leadership skills you need to drive results 1. Commit to Leadership First and Everything Else Second 2. Lead Differently than You Think 3. Embrace Your Softer Side 4. Forge the Right Relationships to Drive the Right Results 5. Master Communication 6. Inspire Others 7. Build People, Not Systems The CIO EDGE G Walker, G Hallenbeck, K Rubenstrunk 11

12 Four Faces of a CIO Deloitte. CIO 2.0 The Changing Role of the Chief Information Officer 12

13 Conclusion 1. Drive business strategy and revenue 2. Partnerships - team with peer executives 3. Seat at the table - include technology-powered business objectives into strategy discussions 4. Emerging technology opportunities Business model innovation Collaboration of teams of people (employees, partners, suppliers and customers) 5. Metrics express IT investment and performance in business terms 13

14 THANK YOU za.linkedin.com/pub/louise-van-der-bank/a/703/768