The CIO as Business Strategist driving innovation

Transcription

1 Your Leadership Brand The CIO as Business Strategist driving innovation ROB LIVINGSTONE - Principal, Rob Livingstone Advisory Pty Ltd, and - Fellow, University of Technology, Sydney 19 th July 2012

2 AGENDA Surveying the broader landscape Is enterprise innovation the Job of IT? The Future-State CIO Model Getting past Business IT Alignment Creating Influence Your leadership brand. Your personal Brand as you!.

3 Surveying the broader landscape 24% of CEOs surveyed in the 2012 PWC CEO Survey 75% of CEOs plan to change innovation capacity in 2012, of which 24% expect major change, underpinned in part by technology. The eighth annual KPMG 2012 Audit Institute Report identified IT Risk and Emerging Technologies as the second-highest concern for audit committees, which is unprecedented in the history of the report.

4 Surveying the broader landscape

5 Surveying the broader landscape International Journal of Disclosure and Governance Vol. 7, 3, , 2010

6 Surveying the broader landscape Business environment Volatility is the norm ages/currentissue.aspx

7 Surveying the broader landscape Short term and long term business cycles Business environment High rate of change IT environment Lead times longer Forget the long term business plan! We re too busy running the business! Why can t the business agree on what that want! Just give us the specs!

8 Surveying the broader landscape Has business lost patience with Enterprise IT? "Despite an abundance of IT Project Management (ITPM) resources, such as the PMI Body of Knowledge, IT standards and governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late" Kraft (2008). The Importance of Business Process Alignment for IT Project Management of Commercial Software with Case Studies. Journal of Information Systems Applied Research, 1 (3)

9 Surveying the broader landscape A perspective of current IT careers Technologies has a half-life of maybe 2 years & decreasing? What will be the impacts on your career in IT? Will the Virtual Enterprise shape leadership practices? IT is not alone: Legal Process Outsourcing (LPO) is alive and well Clients starting by bypass legal firms and get legal advice from overseas providers in certain areas Will global warming be shaping the role of enterprise IT?

10 Surveying the broader landscape A perspective of current IT careers Self sufficiency, adaptability, speed, multiskilled, innovative, receptive and perceptive and responsiveness key to survival Comfort in structure, passing control to others, single purpose, local adaptability not encouraged, family

11 Surveying the broader landscape Managing the transition This refers to a profound change in the operational context: a change that will require the transformation of the organisation s strategic intent, direction, action, etc. If not managed effectively, survival is not guaranteed! "It is not necessary to change. Survival is not mandatory." - William Edwards Deming

12 Surveying the broader landscape Managing the transition The early detection of change is crucial to: The survival of the organisation: good leaders should sense them intuitively, well before they are generally recognised Your career options: As an employee or manager, a major influence on your career within the organisation are environmental changes Develop and early warning radar

13 Is enterprise innovation the Job of IT? The present 1. Globally, IT led innovations are: Expected, the norm Disruptive Volatile Creating new opportunities, careers, etc Creating the flat earth, supporting Globalisation 2. Unleash societal and behavioural changes 3. Individuals becoming ubiquitously connected and digital. 4. Democratization of IT a force to be reckoned with 5. Everyone outside of enterprise IT, no doubt, has an opinion on how IT should be run!

14 Is enterprise innovation the Job of IT? The IT profession / industry compared to others: Medicine :Since Adam and Eve Finance and accounting is said to date back more than 7000 years. Law has been around since the start of civilized society; some argue it helped underpin its formation. Sales, commerce and trading has been in place since humankind s earliest records and marketing has its origins in the late 1800s. Management as a discipline pre-dates the Pyramids. IT is the latest arrival in less than one generation!... yet has been the biggest change agent in every aspect of life.

15 Is enterprise innovation the Job of IT? IT relentlessly drives and delivers innovation at a global, societal, and individual level at phenomenally fast rates, yet, paradoxically, IT departments within organisations often struggle to drive innovation from within their own organisations to the same extent CIO Magazine Summer 2010/2011, Pg 14. The IT Innovation Paradox

16 The Future-State CIO Model FUTURE-STATE CIO Used with permission from the CIO Executive Council Current Distribution of CIOs Future Distribution of CIOs

17 The Future-State CIO Model 53% % % % % % % % 2007 Used with permission from the CIO Executive Council 23% % % % 2007 Trending from successive State of the CIO surveys

18 Getting past Business IT Alignment. Considerations for the IT leader Reshape the role of your IT Department Alignment implies a parallel track Immersion is what s needed Shift from a technology provider to a Services broker Embrace the democratisation of IT phenomenon Focus on what s important Differing skills needed for in-house IT Technology enabled business services is the direction to take Hone your business skills

19 Getting past Business IT Alignment. Considerations for CEOs Bypass your IT department at your peril. Encourage and support IT leadership through the transition If you have operational, engagement, alignment or structural problems with your IT Department fix these first If IT cost is your primary and sole driver in your approach to managing IT revisit your assumptions carefully true innovation requires some investment Do not use Cloud as a metaphor for fixing fundamental IT problems Treat Cloud as one key element of a deliberate business strategy, and ensure IT are intimately involved

20 Creating Influence. Power or Influence?

21 Creating Influence. Power or Influence? Formal Power tied to a formal position where the responsibilities of that position includes the ability to influence or make decisions affecting a community Informal Power not tied to any position, often resulting from personal characteristics. This power allows the person/group to influence and/or represent a community without formal decision making.

22 Creating Influence. Sources of Influence 1. Expertise knowledge, skills and experience relevant to the task 2. Reward / coercive You have the ability to reward or drive people and situations 3. Personal attraction characteristics associated with likeability ( charisma and ability to inspire) 4. Effort dependability and evidence of higher than expected time commitment 5. Legitimacy actions clearly display a particular value commonly held among partners 6. Connections power and influence through networks, association, etc 7. Information Only you have the information that others need

23 Creating Influence. Opposites attract? Analytical and charismatic / entrepreneurial managerial approaches where two worlds collide? Analytical: o Many task oriented individuals are driven by facts, processes, evidence. o IT professionals, engineers, accountants, for example, need to work with precision and in the real world Charismatic: o Short term, fast moving, goal oriented, agile, etc Management, Leadership and integrity what s the mix in your environment?

24 Creating Influence. Food for thought Managing the conversation Steer, don t block! Open questioning Inviting responses 2. The fragility of personal reputation yours especially 3. Handling objections from influential players 4. Controlling the discussion Keeping focus Never emotional 5. Managing uncertainty and anxiety Mental resilience Self confidence (minus the ego!)

25 Your leadership brand. 1. Follow through with commitments 2. Using truth and information for supporting rational persuasion 3. Demonstrate your competence 4. Act supportively and be helpful 5. Possesses Extraordinary personal qualities 6. Protect confidential information 7. Emphasize your similarity to the audience 8. Do unsolicited favors 9. Emphasize shared vision and values 10. Be fair 11. Earn the trust of your audience 12. Exhibit desired Behaviors 13. Keep promises 14. Strong sense of right and wrong, 15. Encourage ethical discussions Manager's Personal Brands (MPB): The Secret of Success or Failure. - Isfahani, Ali Nas, et.al. International Journal of Business & Social Science, 2011, Vol. 2 Issue 20, p

26 Your personal Brand as you!. March 2011 Harvard Business Review

27 ThankYou! ROB LIVINGSTONE - Principal, Rob Livingstone Advisory Pty Ltd - Fellow, University of Technology, Sydney W1: W2: E: rob@rob-livingstone.com P: P: M : F: rladvisory All rights reserved. Rob Livingstone Advisory Pty Ltd ABN Unauthorized redistribution prohibited without prior approval.