CIO Metrics and Decision-Making Survey Results

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1 CIO Metrics and Decision-Making Survey Results

2 Executive Summary & Key Findings: CIOs and other IT executives from mid- to large-sized organizations make significant business-altering decisions every day of their professional lives. They spend millions of dollars, employ legions of staff, and are important players at the executive level of their organizations. Unlike many other executives, however, their scope of authority technology is often not well understood by their peers or superiors. Therefore, IT executives are often in a position of making critical business decisions in a vacuum, and are often judged by the outcomes of their decisions without a deep understanding about the factors and limitations that affected the choices they made. Meta Group recently assessed the three top critical success factors of the CIO and identified successful decision-making as one of the 1 markers of excellence. Meta defines quality decisions as follows: good CIO decisions and their processes incorporate customer centricity, breakthrough strategy, and business value. Nearly all proposed solutions are productive profitable and proper when judged over time by multiple constituencies. 1 Poe, Jonathan. Meta Group: CIO Analyst Corner. Better Feedback Equals Better Decision Making. According to research (and common sense), the ability to make successful decisions can often make or break an executive s longevity in their job. The CIO role is fraught with internal and external political pressure, and CIOs accordingly have a higher turnover rate than their peers in other executive roles. According to a study by CIO magazine, 27% of CIOs surveyed left their last position within 1-3 years, and 31% left within 3-6 years 2. Still, the challenging and tenuous nature of the CIO role is balanced by its importance, as the effective use of technology is increasingly important to companies top and bottom lines. Clearly, the strength of the IT executives decisions and decisionmaking capabilities seem to play a major role in their success. However, little research has examined the processes that IT executives engage in to gather information their decisions. This drove us to perform this study to research CIO decision-making behaviors. We surveyed fifty two senior IT executives with a focus on answering on the following questions: What information do IT executives need to make successful decisions? 2 The State of the CIO in CIO Magazine. March 1, p. 96

3 What information are they using to manage their operations? With what frequency do they leverage that information? What we discovered was that IT executives spend far more time than one might expect to gather the information they need to make a large number of important decisions very quickly. The frequency with which they gather information related to different functions does not correlate well with the importance of those functions. But while they do not have integrated systems to help them manage their information, they also believe that it would be too costly to build systems to help themselves, which may not actually be the case. The participant pool consists solely of members of an elite group of IT executives the Peer Visibility Network (PVN), a division of CXO Systems 3. The majority of responses come from the seniormost IT executive in an organization whose revenues are $200 million and above. Greater than 37% percent of respondents are IT executives in organizations whose revenues are greater than $1 billion. In sum, the results of this survey mainly represent the perspective of CIOs and other senior IT decision-makers in larger organizations, and the responses and conclusions drawn may not apply to IT executives in smaller organizations. How Decisions Get Made Our research uncovered a number of critical findings regarding factors that influence the CIO in making strategic decisions. Not surprisingly, peer recommendations and staff inputs were considered important. More surprisingly, politics and external pressure from superiors were not deemed a major factor for shaping decisions by a majority of the respondents. One of the biggest surprises our research uncovered was the amount of time that IT executives spend gathering information to make decisions. Clearly, the road to information can be arduous most IT executives spend more than a day per week gathering information, and many spend a good deal more. This tells us that the value of having good information upon which to make decisions is extremely important, and that in order to get the quality of information IT executives demand, they need to spend a great deal of their time gathering it. 3 For more information about the PVN please go to

4 19 or more 19% 13 to 18 hours 21% 1 to 6 hours 21% 7 to 12 hours 39% Figure 1: Hours spent gathering information In general, CIOs make many important decisions a week, and they make them quickly with data that is gathered informally. We found that CIOs make, on average, 1-5 significant decisions a week. 52% of the respondents spend minutes per decision, and many rely upon s and conversations with staff and peers to provide the information that guides their decisions. The general decisionmaking process most IT executives appear to be following is to gather anecdotal information, and then rely upon their experience and intuition (that is, their tacit knowledge) to synthesize that information and make a decision. Only 59% of respondents reported that they looked at multiple systems to make decisions. Not surprisingly, most IT executives do not do the hands-on evaluations of the performance of IT systems within their organizations. Instead, they rely upon staff to perform the technical assessments and then make the recommendation. One of the greatest risks that IT executives face in this model is that their success depends upon the ability of their staff to convey the relevant details to them in order to fully engage their tacit knowledge successfully. However, without direct access to the details or the data over time, IT executives are often in a position to make rapid decisions with incorrect or incomplete information. One classic behavior that is displayed within most organizations is that of people hiding or deferring the delivery of bad news in professional settings. As executives don t have access to unfiltered summarized information they need ( and staff reports are their main data source as discussed above), the primary source data is able to be interpreted and screened by the deliverer of the information. According to research 4 it is not uncommon group behavior for information that is perceived as being negative to be withheld or minimized by professionals: The fundamental purpose for using groups to make organizational decisions is to enable a more complete exchange and consideration of information and individual preferences about decision 4 Dennis, Alan R. Information Exchange and Use in Group Decision Making: You can lead a group to information, but you can t make it think in MIS Quarterly/December 1996 (pp ).

5 alternatives. However, information exchange in group decision making is often done poorly; much unique information known to some participants is never shared with the group (Stasser 1992). This unique information can be important, and poor decisions can result when it is not considered (Gigone and Hastie 1993; Stasser and Stewart 1992; Thompson 1991). The findings from this study concluded that difficulty in finding information or even the perception of difficulty can affect information usage. Decision makers often trade off decision quality for time. The extra time and effort associated with obtaining information can induce them not to bother to find it. In addition to filtered information from staff and peers, CIOs typically use summarized data (structured via reports or unstructured via ) to drive a majority of decisions. It can be speculated that as CIOs become increasingly focused on business goals and objectives, their connection to the actual technologies they are managing grows increasingly distant. CIOs are increasingly losing connection to experiential knowledge in order to succeed politically, according to a recent survey by CIO magazine 5. 5 Mar. 1, 2002 Issue of CIO magazine The State of the CIO 120% 100% 80% 60% 40% 20% 0% IT executives need to learn that not being hands on with the underlying technology does not mean not using technology to manage their own part of the business. CIOs need to be close to the data and have it readily at hand to make effective technical and business decisions. Distance from primary data is the central reason why their reliance upon staff and external reports is so great but the risk for failure is so high. It is easier now than ever below for staff to hide information from CIOs and to have staff turnover prevent them from having access to the tacit knowledge of others. The key to fixing this is for IT executives to have direct access to the information they need to run their business when they need it. How do you get performance information today? Integrated dashboard view Looking at multiple systems Calling people Figure 2: Performance information Frequency vs. Importance of Information Another key finding is the difference between what areas CIOs say are most important to Reports

6 120% 100% 80% 60% 40% 20% 0% measure and how often they actually think they need to measure those same areas. For example, most CIOs monitor finances weekly or occasionally at best, but 98% of respondents report that it is very important area to monitor. Information regarding project management is considered very important by 78% of the respondents, but 73% monitor it weekly or less often. Conversely, the areas monitored most frequently, such as operations and infrastructure, are less important to those surveyed. People management Project management Budget & finances Asset management Operations Return on Investment Call Center/Support Application Status Infrastructure Status Customer Satisfaction Figure 3: Measurement vs. frequency Important Frequency Two factors are at work here the importance of measuring a function and the relative ease of collecting measurement information. In the case of financial metrics, they typically do not need to be managed on a daily basis by the CIO, as there is little the CIO can do to impact financial numbers on a daily basis that cannot be achieved weekly. On the other hand, there are other aspects of the business that are less important, such as project management, that CIOs feel they need to measure more frequently in order to be successful. As the CIO spends a great deal of time gathering data from many different sources and from various factions of the organization with multiple timings, it appears that they would be better served by having structured data available when they need it (in right time) to reduce their efforts and optimize their use of time. For many CIOs, the problem with getting information as frequently as they would like is the cost of gathering that information or building systems to get that information. When we asked what factors were preventing them from measuring their function s performance, CIOs responded that cost was the biggest impediment, with a lack of data to draw upon as the second most popular response. CIOs are the cobbler s children, responsible for technology for their companies but without the technology they need for themselves. Specifically on the cost front, the amounts CIOs need to spend to integrate and look at one-touch views of their functions is dropping rapidly with the advent of web services and new applications. Cost should become less of a barrier for CIOs being able to get direct and timely access to

7 the information they need for decision-making over time. Conclusions Let s look back the questions that drove this study: What information do IT executives need to make successful decisions? They need information that gives them the real, unadulterated truth about how their function is performing. They need strategic information most critically, and are focused most strongly on managing the business performance of their function. What information are they using to manage their operations? CIOs are using information from many different sources with an emphasis on reports and s rather than integrated systems or direct access to the data itself. They are also spending enormous amounts of time collecting the information they need. With what frequency do they leverage that information? CIOs are leveraging different types of information with different frequencies. They are measuring some of the least important pieces of information most frequently, and some of the most important information less frequently. This is due both to the time-sensitive nature of some of the information types, along with the perceived cost and effort involved in getting more frequent updates of some types of information. CIOs have a critical role to play in the modern organization. They have a seat at the decision-making table and their futures are often riding on their performance over time. However, there are a variety of factors that are not weighing in their favor, as detailed by the results discussed above. IT executives run the risk of being too far removed from accurate data to make persistently accurate decisions and their reliance on external data sources, reports and staff, place them in particularly vulnerable positions. The most cited barrier to getting that information is the cost of doing so, and that barrier is being lowered by the very technologies the CIOs are responsible for managing. Now that we have laid out what we have learned about how IT executives make decisions and use different types of information to make those decisions, we ll lay out a few steps to help IT executives take action and improve their own decision-making.

8 Steps to Success 1. Balance your data sources to make the best possible decisions. The best decisions require a healthy balance of both qualitative and quantitative information. You will need to triangulate hard data with qualitative information such as staff anecdotes, opinion-based s and tacit knowledge that only experience can bring. But while only experience and good management skills can help you with qualitative information, good systems and a conscious effort to focus on hard data can provide you with the quantitative information necessary for good decisionmaking. Many organizations are finding that executive dashboards can provide CIOs with the timely hard information they need to help them make optimal decisions. Real-time dashboards can help minimize the problem of information being filtered before it gets to the CIO, as information can flow from the core systems where it is generated directly to the CIO with no intervention. Hard data from a CIO dashboard, both in numeric and in graphic form, can provide the missing piece to the decisionmaking process for the CIO. The combination of the three legs of effective executive decision-making can prove nearly invincible. Tacit knowledge Hard data (quantitative) EXPERT DECISION 2. Match frequency to importance: Too many executives don t know how to separate the important from the urgent. Many of the CIOs we surveyed frequently examined data that was not particularly important while they examined data infrequently that they thought was very important. While a portion of this can be explained through how often specific information needs to be refreshed, part of this dichotomy is grounded in convenience. IT executives need to look at how often they want to see information and then compare that with how often they actually get it. We don t see the responses from this survey as best practices we see them as a snapshot in time. The best CIOs spend less time than average getting the information that is important to them and their decision-making so Secondary sources

9 they can spend more time on other responsibilities. Critically examine your information gathering processes and question your assumptions on how you can access the information you really want. The barrier listed most frequently by CIOs as the reason they can t get the information they need in a dashboard form, cost, is rapidly being lowered. New technologies such as web services and the architectures they enable have radically lowered the cost of building real-time systems that provide information dashboards across multiple systems. As the technology to build one-touch views of distributed information becomes more mature and prices drop, more and more CIOs will find that building mechanisms to view their operations with the frequency they desire will be within their economic reach. similar information could be gathered in less time. Even more importantly, look for opportunities to improve the quality and the timeliness of the information you need so you can make better decisions faster. The value of information goes down with time. The faster you have the right information, the more value you can add by making the right decision faster, creating greater cost savings or taking advantage of revenue opportunities faster. If you spend less time gathering information and can make better decisions faster, you should be able to increase your Return on Management, the return the company is getting from you as a senior executive. 3. Dare to contribute to the bottom line: What is your Return on Management (ROM) - your personal contribution to net income? Look at the time you spend gathering information for decisionmaking as an opportunity cost. That time could be used for many other purposes increasing your opportunity to contribute as an executive. Given that the average respondent to this survey spends over 10 hours per week gathering information for decision-making, there is a lot of value being lost if

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