1 The CIO A look at the evolving role of the CIO. Vicky Hsinyu Bill Keller Nathaniel Laroche Aaron McMurry

1

The CIOThe CIOA look at the evolving role of the CIO.

Vicky HsinyuBill Keller

Nathaniel LarocheAaron McMurry

2

For Our Purposes…For Our Purposes…

CTOCTO Relied upon for IT architecture, Relied upon for IT architecture,

infrastructure, etc.infrastructure, etc. 80% IT and 20% Business80% IT and 20% Business

CIO: CIO: Integrates IT into the overall business Integrates IT into the overall business

strategystrategy Introduces emerging technologiesIntroduces emerging technologies 80% Business and 20% IT80% Business and 20% IT

3

IntroductionIntroduction•Demographics of today’s CIO

•An interview with Bryan Doerr, CIO/CTO of Savvis Communications

•An interview with Greg Anstead, CIO of Citi Home Equity

•The evolving role of the CIO

•The CIO, Compliance, and Security

• “The New CIO Leader”

4

Demographics of the CIODemographics of the CIO

1. IT/Technology…………………………71%

2. Business Operations (non-IT)………….7%

3. Consulting……………………………….7%

4. Engineering……………………………...3%

5. Finance/Accounting.……………………3%

http://www.cio.com/state/, viewed March 21, 2006

The source of past experience

5

Demographics of the CIODemographics of the CIO

Tenure

Less than 2 years………………………24%

2-5 years………………………………35%

5-10 years……………….……………..31%

More than 10 years……………..………9%

Average tenure for a CIO is 4 years 11 months. Contrast that with the average tenure of 28 months for a CFO.


6

Demographics of the CIODemographics of the CIOSalary by industry revenues

$0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000

Large Company: >$1Billion Revenue

Mid Size Company $100Million - $1 Billion

Revenue

Small Company <$100Million Revenue


7

Demographics of the CIODemographics of the CIOWho CIOs reports to

CEO…………………….42%

COO…………………….14%

CFO……………………..23%

Corporate CIO…………..3%

Other……………………26%

CEO

COO

CFO

Corporate CIO

Other


8

Demographics of the CIODemographics of the CIOHow CIOs spend their time

0% 20% 40% 60% 80%

Interacting with CXOs and Business Executive

Making Strategic Systems Decision

Strategic Planning

Leading Projects

Designing/Optimizing Business Processes

Integrating with IT Vendors, Outsourcers, and ServiceProviders

Managing Crises/Putting Out Fires


9

CIO InterviewsCIO Interviews Bryan Doerr, Bryan Doerr,

CIO/CTO of SavvisCIO/CTO of Savvis Greg Anstead, CIO Greg Anstead, CIO

of Citi Home Equityof Citi Home Equity

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Founded in 1995Founded in 1995 HQ in St. LouisHQ in St. Louis ~ 2000 employees~ 2000 employees > 5000 enterprise clients> 5000 enterprise clients One of the largest IP network and hosting One of the largest IP network and hosting

providers in the worldproviders in the world Goal is to become an application infrastructure Goal is to become an application infrastructure

utilityutility Security and reliability of a private infrastructureSecurity and reliability of a private infrastructure Cost effectiveness of a shared serviceCost effectiveness of a shared service

Company has strong technology emphasis due to Company has strong technology emphasis due to core service offering and evolution of the companycore service offering and evolution of the company

1 http://www.savvis.net/corp/Company+Information/Investor+Relations/http://www.savvis.net/corp/Company+Information/Investor+Relations/

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Example of serviceExample of service Connecting satellite offices and/or customers to headquarters Connecting satellite offices and/or customers to headquarters

ERP system via an intelligent IP virtual private network (VPN)ERP system via an intelligent IP virtual private network (VPN) -Or- have Savvis also host the ERP system at a Savvis data -Or- have Savvis also host the ERP system at a Savvis data

centercenter Each site can have own internet access as well as secure access Each site can have own internet access as well as secure access

to VPNto VPN VPN (single access circuit) can handle multiple applications, VPN (single access circuit) can handle multiple applications,

voice, video conference, CRM, etcvoice, video conference, CRM, etc


HQHQRemote Remote Site ASite A

Remote Remote Site CSite C

Remote Remote Site BSite B

Savvis IP Savvis IP NetworkNetwork

Partner Partner Site BSite B

Partner Partner Site CSite C

Savvis Savvis Data Data

CenterCenter

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Savvis StatisticsSavvis StatisticsRevenueRevenue

http://www.savvis.net/NR/rdonlyres/1150CCDC-20D1-4CDA-9AA7-E77E21558A69/8782/factsglance2.pdf

$0

$100

$200

$300

$400

$500

$600

$700

$800

2000 2001 2002 2003 2004 2005

Reven

ue $

US

Mil

lio

n

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Savvis CIO – Bryan Savvis CIO – Bryan DoerrDoerr11

BRYAN DOERR is Chief Technology/Information BRYAN DOERR is Chief Technology/Information Officer at SAVVIS CommunicationsOfficer at SAVVIS Communications

CIO role began in 2003CIO role began in 2003 Leads product R&D, OSS development, traffic Leads product R&D, OSS development, traffic

engineering and cost management, customer engineering and cost management, customer solutions, and back-office system development. solutions, and back-office system development.

Mr. Doerr held positions in management, Mr. Doerr held positions in management, software technology research, and software software technology research, and software development at Bridge Information Systems, development at Bridge Information Systems, Boeing, and the Applied Physics Laboratory.Boeing, and the Applied Physics Laboratory.

EducationEducation Masters Degree in Electrical Engineering from Masters Degree in Electrical Engineering from

Johns Hopkins University in Baltimore, MarylandJohns Hopkins University in Baltimore, Maryland Masters Degree in Information Management from Masters Degree in Information Management from

Washington University in St. Louis, Missouri. Washington University in St. Louis, Missouri.


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Savvis Executive TeamSavvis Executive TeamPhilip Koen

CEO

John FinlaysonCOO

Jeffrey Von DeylenCFO

Bryan DoerrCTO/CIO

HR SVP

Product Mgt SVP

Sales SVP

Global Accounts SVP

Operations SVP

EMEA GM

Asia GM

VP Product EngineeringVP Product Engineering

Advanced Planning TeamAdvanced Planning Team

VP EngineeringVP Engineering

VP Business IntegrationVP Business Integration

VP Global Operations System ArchitectureVP Global Operations System Architecture

Chief ScientistChief Scientist

VP Global Systems DevelopmentVP Global Systems Development

Process Management DirectorProcess Management Director

All Managers above (excluding shaded area) are part of Tier 1 Executive Team.

• All have equal access to CEO and equal influence

• All have their own budget

• Bi-monthly meetings

Bryan Doerr, CTO/CIO of Savvis, interviewed in person by Bill Keller, March 29, 2006.Bryan Doerr, CTO/CIO of Savvis, interviewed in person by Bill Keller, March 29, 2006.

IT focused business with ‘Engineering’ focused staff.

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Strategic

Operational

CIO Role at SavvisCIO Role at Savvis Combines CTO and CIO Combines CTO and CIO

rolesroles Mr. Doerr had CIO type Mr. Doerr had CIO type

responsibilities before responsibilities before current role and took on current role and took on CTO responsibilities when CTO responsibilities when accepting his current roleaccepting his current role

IT management is IT management is centralizedcentralized No silos or divisional CTOsNo silos or divisional CTOs

CTO vs CIO focus is CTO vs CIO focus is business drivenbusiness driven Focus right now is more CIO Focus right now is more CIO

focusedfocused CIO 65% / CTO 35%CIO 65% / CTO 35%

Possible for this to swing Possible for this to swing back (reverse)back (reverse)

Strategic

Operational


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Top Priorities for 2006Top Priorities for 2006 Continued Integration of SystemsContinued Integration of Systems

Internal system integration due largely to Internal system integration due largely to acquisitions and providing IT efficiencyacquisitions and providing IT efficiency

Improve position for legislative Improve position for legislative requirementsrequirements SOXSOX

Business Process EfficiencyBusiness Process Efficiency Automating operational tasks and helping Automating operational tasks and helping

users improve their business metricsusers improve their business metrics

Top priorities seem more focused onTop priorities seem more focused onCTO/Operational goals for this yearCTO/Operational goals for this year


Non Valued-Non Valued-AddedAdded

OperationalOperational

Non Valued-Non Valued-AddedAdded

OperationalOperationalValued-AddedValued-Added

StrategicStrategic

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What keeps you up at What keeps you up at night?night?

The right systems architectureThe right systems architecture Too slow in getting thereToo slow in getting there

Operational vs. strategic tradeoffOperational vs. strategic tradeoff ““figuring out how long you can freeze figuring out how long you can freeze

something to fix it is a challenging problem”something to fix it is a challenging problem” Conflicting Tier 1 prioritiesConflicting Tier 1 priorities Level of short-term sacrifice for long-term benefitLevel of short-term sacrifice for long-term benefit

Lesson Learned from Quote/Order System Lesson Learned from Quote/Order System Development:Development: ““if they [user community] can’t draw the if they [user community] can’t draw the

process, don’t even start it”process, don’t even start it”


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CIO SkillsCIO Skills

1.1. PeoplePeople• Leadership and flat executive structureLeadership and flat executive structure

2.2. TechnicalTechnical• Savvis is highly technology focusedSavvis is highly technology focused• ““If I don’t have the vision of what the If I don’t have the vision of what the

[technical] structure will be, I can’t lead [technical] structure will be, I can’t lead people”people”

3.3. BusinessBusiness• May be interesting to see if this May be interesting to see if this

changes with new CEOchanges with new CEO


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How is CIO EvaluatedHow is CIO Evaluated

Subjective, company wide modelSubjective, company wide model

Operational

Compliance

Specific BusinessObjectives


20

Citi Home Equity Citi Home Equity StatisticsStatistics

Fortune 1000 Companies Net Income($MM)

Starbucks 392Office Depot 335Office Max 335Foot Locker 293SuperValu 280

Citi Home Equity(CHE) 277

Apple Computer 276Monsanto 267Aramark 263Darden Restaurants 232Ryder 216Owens Corning 204Bausch & Lomb 160Timberland 153Dillards 118

Citi Home Equity’s $277 MM of Net Income in 2006 would rank number 330 on latest Fortune 1000 list.

Greg Anstead, CIO of Citi Home Equity, interviewed in person by Nathaniel Laroche, March 27, 2006.Greg Anstead, CIO of Citi Home Equity, interviewed in person by Nathaniel Laroche, March 27, 2006.

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Citi Home Equity Citi Home Equity StatisticsStatistics

$22.8$44.2

$65.1$103.0

$243.8

$480.7

0

100

200

300

400

500

600

2000 2001 2002 2003 2004 2005

$ M

illio

ns

Revenues

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Citi Home Equity Citi Home Equity Organizational StructureOrganizational Structure

Citi Home EquityCitiMortgageStudent LoansAuto Loans

Consumer LendingGroup

BankcardsCitiFinancial

Global ConsumerGroup

CitiGroup

Corporate andInvestment

Banking

Global WealthManagement

AlternativeInvestments

Each business unit has a CIO that reports to a CEO. All technology is generally left on the SBU level.


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Citi Home Equity CIO: Greg Citi Home Equity CIO: Greg AnsteadAnstead

EducationEducation AA in Computer ScienceAA in Computer Science BS in Computer Science/BS in ManagementBS in Computer Science/BS in Management Masters in ManagementMasters in Management

Recent ExperienceRecent Experience CTO with Citigroup Real Estate and CTO with Citigroup Real Estate and

Technology for 2 years managing a Technology for 2 years managing a development group of 400.development group of 400.

CIO of Citi Home Equity for the last 15 CIO of Citi Home Equity for the last 15 monthsmonths


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Greg Anstead Interview Greg Anstead Interview NotesNotes

How do you see your role in the How do you see your role in the organization?organization?““To provide technology solutions for the To provide technology solutions for the

business to be competitive, reduce cost, business to be competitive, reduce cost, and increase innovation.”and increase innovation.”

What keeps you up at night?What keeps you up at night?

Control is issue number one at Citigroup as Control is issue number one at Citigroup as one bad audit could “shut this business one bad audit could “shut this business down” and compromise the integrity of down” and compromise the integrity of Citigroup.Citigroup.


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Greg Anstead Interview Greg Anstead Interview NotesNotes

How is your performance evaluated?How is your performance evaluated? TacticallyTactically StrategicallyStrategically Politically – being able to relate to CEO’s Politically – being able to relate to CEO’s

managers. This is actually weighted managers. This is actually weighted heavier then the tactical (operational) or heavier then the tactical (operational) or strategic portions of his performance.strategic portions of his performance.

Current role is more operational then Current role is more operational then strategic due to tremendous growth.strategic due to tremendous growth.

Role should be 80% strategic and Role should be 80% strategic and 20% tactical.20% tactical.


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The re-org of Citigroup’s The re-org of Citigroup’s North American IT!North American IT!

Citi Home EquityCitiMortgageStudent LoansAuto Loans

Consumer LendingGroup

BankcardsCitiFinancial

Global ConsumerGroup

CitiGroup

Corporate andInvestment

Banking

Global WealthManagement

AlternativeInvestments

North American

IT

Each SBU has a CIO that reports to a corporate CIO with a dotted line to the SBU’s CEO.


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The result of the Citigroup The result of the Citigroup reorgreorg

Old model: each SBU has their own CIO

New model: each SBU’s CIO reports to a corporate CIO with a dotted line to the SBU’s CEO

What do you believe are the goals/benefits of this organization?

What do you see as some potential drawbacks?

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The result of the Citigroup The result of the Citigroup re-orgre-org

Greg Anstead noted in his interview that the goal of this centralization is to:

•drive down cost

•improve consistency

•present one face to customers

•improve our compliance with regulators.The potential drawback is a lack of focus reporting to a corporate CIO and a dotted line to the SBU’s CEO.


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Development of the CIODevelopment of the CIO

Operations

HR

SalesManufacturing

Service Delivery

Customer Service

FinanceBilling

A/R

A/P

Budgeting

External Reporting

Supplier MGT

Technology

Early on business functions are silos of

excellence.

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Operations

HR

SalesManufacturing

Service Delivery

Customer Service

FinanceBilling

A/R

A/P

Budgeting

External Reporting

Supplier MGT

Technology

Technology supports functional

improvements

IT is recognized by internal

stakeholders as a key tool for operational efficiency.

Early on business functions are silos of

excellence.

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Operations

FinanceCFO

Technology

CTO

OperationsCOO

Technology

RegulatoryCusto

mers

Industry

The organization must also respond to

external forces.

Coordination between silos must

increase.

CIOIT becomes more an integral to the

business.

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Role of CIO with External and Role of CIO with External and Internal DemandsInternal Demands

Technology

Finance

Operations

CIO

Demands on Business:

•Customers (speed, reliability, accuracy, security)

•Supply Chain


•Customers (accessibility, integration)

•B2B


•Shareholders (reporting, planning)

•Regulatory (reporting and compliance)

•Financial Markets (reporting and compliance)

COO CTO

CFO

33

Role of CIO within Citi Home Role of CIO within Citi Home Equity and the implementation Equity and the implementation

of a new systemof a new system

Technology

Finance

CFO

Operations

COO

CIO


The COO needs to understand how the new website will affect workflow and customer care.


The CTO needs help in understanding the business requirements of a new Orginiations website.


The CFO needs to be a part of and understand the questions asked in the website to be sure they meet credit standards.

CTO

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The changing role of the The changing role of the CIOCIO

1986 ranking of top 10 issues*1. Facilitating/managing end-user computing

2. Translating information technology into competitive advantage

3. Having top management understand needs and perspective of IS

4. Measuring and improving effectiveness/productivity

5. Keeping current with changes in technology

6. Managing information resources

7. Integration of IS technologies

8. Data security and control

9. Impact of new technology

10.Training and educationPassino, Jacque H., Jr., and Severance, Dennis G., “The Changing Role of the Chief Passino, Jacque H., Jr., and Severance, Dennis G., “The Changing Role of the Chief Information Officer” Information Officer” Planning ReviewPlanning Review, Vol. 16, 5, Sep/Oct 1988, pp. 38-42., Vol. 16, 5, Sep/Oct 1988, pp. 38-42.

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1986 ranking of top 10 issues*1. Facilitating/managing end-user computing

2. Translating information technology into competitive advantage

3. Having top management understand needs and perspective of IS

4. Measuring and improving effectiveness/productivity

5. Keeping current with changes in technology

6. Managing information resources

7. Integration of IS technologies

8. Data security and control

9. Impact of new technology

10.Training and education

More of an operational

focusPassino, Jacque H., Jr., and Severance, Dennis G., “The Changing Role of the Chief Passino, Jacque H., Jr., and Severance, Dennis G., “The Changing Role of the Chief Information Officer” Information Officer” Planning ReviewPlanning Review, Vol. 16, 5, Sep/Oct 1988, pp. 38-42., Vol. 16, 5, Sep/Oct 1988, pp. 38-42.

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2005 ranking of top 10 issues*1. Cost containment

2. Data security and integrity

3. Fiscal compliance and data transparency

4. Revenue and business growth

5. Innovation of products and services

6. Stakeholder pressure

7. Risk Management

8. Customer data integration

9. E-business/E-government

10.Privacy

Guptill, Bruce, and Koenig, Mark, “CIOs Budget for Business” Guptill, Bruce, and Koenig, Mark, “CIOs Budget for Business” OptimizeOptimize, Vol. 4, 5, May 2005, pp. 77-80., Vol. 4, 5, May 2005, pp. 77-80.

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7. Risk Management



10.Privacy

Major strategic initiatives 20 years

laterGuptill, Bruce, and Koenig, Mark, “CIOs Budget for Business” Guptill, Bruce, and Koenig, Mark, “CIOs Budget for Business” OptimizeOptimize, Vol. 4, 5, May 2005, pp. 77-80., Vol. 4, 5, May 2005, pp. 77-80.

38








7. Risk Management



10.Privacy

Two relatively new and highly emphasized issues for CIOs!

Guptill, Bruce, and Koenig, Mark, “CIOs Budget for Business” Guptill, Bruce, and Koenig, Mark, “CIOs Budget for Business” OptimizeOptimize, Vol. 4, 5, May 2005, pp. 77-80., Vol. 4, 5, May 2005, pp. 77-80.

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Demands on Business and Demands on Business and CIO: ComplianceCIO: Compliance

Section 404 of Sarbanes-Oxley Act Section 404 of Sarbanes-Oxley Act requires management’s assessment and requires management’s assessment and signoff on all internal controls.signoff on all internal controls.

1http://www.cio.com/archive/070104/sarbox.html, viewed 3/3/2006

“ “When CIOs began installing ERP When CIOs began installing ERP systems…theysystems…theyunwittingly took something that used to unwittingly took something that used to belong to CFOs: financial controls.”belong to CFOs: financial controls.”11

One of Greg Anstead’s biggest objectives One of Greg Anstead’s biggest objectives was to maintain compliance and meet audit was to maintain compliance and meet audit standards for fear what poor audit results standards for fear what poor audit results could do to the whole corporation!could do to the whole corporation!

40

Demands on Business and Demands on Business and the CIO at Citi Home the CIO at Citi Home Equity: ComplianceEquity: Compliance

Technology

CTO

Finance

CFO

Operations

COO

CIO


COO is required to document all processes as part of SOX requiring functional information on IT systems.


CTO must build, improve, and implement systems that meet new regulations.

Demands on Business:CFO required to with auditors to look at data systems to comply with the Sarbanes-Oxley Act and the Graham-Leach Act.

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Demands on Business and Demands on Business and the CIO: Securitythe CIO: Security

Identity theft, phishing scams, intellectual Identity theft, phishing scams, intellectual property theft are just three examples of property theft are just three examples of the types of information security threats. the types of information security threats.

““Just 37 percent of respondents reported that they Just 37 percent of respondents reported that they had an information security strategy—and only 24 had an information security strategy—and only 24 percent of the rest say that creating one is in the percent of the rest say that creating one is in the plans for next year.”plans for next year.”11

Going back to the Citi Home Equity interview Going back to the Citi Home Equity interview security was identified as a major component to security was identified as a major component to Citigroup’s success and a major initiative at Citi Citigroup’s success and a major initiative at Citi Home Equity.Home Equity.

1 www.cio.com/archive/091505/global.html, viewed 3/3/2006 , viewed 3/3/2006

42

Security demands on the Security demands on the Business and the CIO at Business and the CIO at

Citi Home EquityCiti Home Equity

Technology

CTO

Finance

CFO

Operations

COO

CIO


Entitlement reviews go out across the business checking for unauthorized access.


The CTO must implement technical controls to tighten access to systems and to be sure all systems are relatively hack proof.


CFO must work with Technology to be sure systems are secured and access is controlled.

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From What to HowFrom What to How

Necessities for the leap from CTO to CIONecessities for the leap from CTO to CIO LeadershipLeadership

CredibilityCredibility Communication & Relationship buildingCommunication & Relationship building

Business KnowledgeBusiness Knowledge Know Your EnterpriseKnow Your Enterprise Competitive environment, business Competitive environment, business

fundamentals, etc.fundamentals, etc. VisionVision

Where can IT strengthen customer Where can IT strengthen customer relationships and impact growth?relationships and impact growth?

Broadbent, Marianne, and Kitzis, Ellen, The New CIO Leader, Harvard Business School Press, Boston, MA, 2005.

44

Leadership: Deliver Results Leadership: Deliver Results that Matterthat Matter

CredibilityCredibility To build credibility with your fellow To build credibility with your fellow

executives:executives: Deliver results that matter to themDeliver results that matter to them How does it help executive colleagues meet How does it help executive colleagues meet

their goals?their goals?Initial Initial

CredibilityCredibility

OutcomesOutcomes

ResulResultsts

ResourcesResources

CredibilityCredibility

Lost Lost CredibilityCredibilityBroadbent, Marianne, and Kitzis, Ellen, The New CIO Leader, Harvard Business School Press, Boston,

MA, 2005.

45

Leadership: Play PoliticsLeadership: Play Politics

Communication is the KeyCommunication is the Key Push, Prod, Educate & StimulatePush, Prod, Educate & Stimulate 20% of CIO’s time20% of CIO’s time

Build RelationshipsBuild Relationships Build “Political Capital”Build “Political Capital”

Know key stakeholdersKnow key stakeholders Convert opponent; Strengthen advocatesConvert opponent; Strengthen advocates


46

Business: Know Thy Business: Know Thy EnterpriseEnterprise

Industry & Competitive EnvironmentIndustry & Competitive Environment Where does the enterprise stand relative Where does the enterprise stand relative

to its competitors?to its competitors? Lagging, Maintaining or LeadingLagging, Maintaining or Leading

Business FundamentalsBusiness Fundamentals Competitive Advantage & StrategyCompetitive Advantage & Strategy

Industry TrendsIndustry Trends What developments will impact the firm?What developments will impact the firm?

Business maximsBusiness maxims IT maxims IT maxims IT IT initiativesinitiatives


47

Vision: Don’t Just Manage, Vision: Don’t Just Manage, LEAD!LEAD!

Based On:Based On: Economic model of Economic model of

enterpriseenterprise Strategic intent & Strategic intent &

endeavorsendeavors Seize the Seize the

OpportunityOpportunity Generate ITO’s Generate ITO’s Choose wiselyChoose wisely

Don’t follow the Don’t follow the hypehype

Pilot programsPilot programs Testing phaseTesting phase


TechnologyTrigger

Peak of InflatedExpectations

Trough ofDisillusionment

Slope ofEnlightenment

Plateau ofProductivity

Visibility

48

In the FutureIn the Future

No More IT Projects! No More IT Projects! IT Projects are Business projectsIT Projects are Business projects

CIO as an Enterprise Business LeaderCIO as an Enterprise Business Leader Implement strategic initiativesImplement strategic initiatives Create competitive advantageCreate competitive advantage Capitalize on opportunities (emerging tech.)Capitalize on opportunities (emerging tech.)


49

What questions do you What questions do you have?have?

50

AppendixAppendix

51

Demands ‘By’ the Demands ‘By’ the BusinessBusiness

Operations

HR

SalesManufacturing

Service Delivery

Customer Service

FinanceBilling

A/R

A/P

Budgeting

External Reporting

Supplier MGT

Technology

Make this easier, less manual, and more effective.

52


FinanceBilling

A/R

A/P

Budgeting

External Reporting

Operations

HR

SalesManufacturing

Service Delivery

Customer Service Supplier

MGT

Technology

Make this easier, less manual, and more effective.

IT plays a larger role in business processes.

Head of Technology is called upon for intra-functional process

improvement.

IT recognized by business a key

tool for operational efficiency.

53


FinanceBilling

A/R

A/P

Budgeting

External Reporting

HR

Operations

SalesManufacturing

Service Delivery

Customer Service Supplier

MGT

Make this easier, less manual, and

more effective.

Technology

Head of Technology is called upon for inter-functional

process improvement.

IT becomes more integral to the

business.

CTO role manages demands ‘by’ the

business.

CTO

54

Role of CIO with External and Role of CIO with External and Internal DemandsInternal Demands

Technology

Finance

Operations

CIO



•Supply Chain



•B2B





COO CTO

CFO

55

Role of CIO Citi Home Role of CIO Citi Home EquityEquity

Technology

CTO

Finance

CFO

Operations

COO

CIO



•Supply Chain



•B2B





Documents

1 The CIO A look at the evolving role of the CIO. Vicky Hsinyu Bill Keller Nathaniel Laroche Aaron McMurry