10-10--2012 Copyright © 2012 Niels Bjørn-Andersen 1 B 19 - IT strategy ITU Session 7b Communication and IVK chapter 12 Robust Operations and communication

10-10--2012 Copyright © 2012 Niels Bjørn-Andersen 1

B 19 - IT strategyITU

Session 7bCommunication and IVK chapter 12

Robust Operations and communication


Assigned questions Chapter 12: Communications

1. How should Barton handle the CEO’s new tendency to offer him helpful, but misinformed advice?

2. How should Barton communicate with people outside the IT department to rebuild his and his department’s credibility? How frequently should he communicate with the CEO? With his peers? Should he rely on “The Doctrine of Completed Staff Work” as he formulates a communication strategy?

3. What advice would you offer to Barton to help him break out of the cycle of constant firefighting? Is Barton becoming like Davis? Is that inevitable?


Stakeholder analysis

Four types (and what to do with them?)• Allies – share architects interest and vision• Network members – share interests, but not involved, potential

resource for mobilization • Blockers – logically and strategically important but with conflicting

interests• Slowers – indirect cooperation needed from them, but may put up

indirect and/or subversive negotiations


Stakeholder analysis

Player Type of Stakeholder

Carl Williams- CEO

Linda Trilling – new VP Loan Operations

Ehsan Nisar – VP Customer Services

Ben Lao – Director of Collections

Ed McLaughlin – VP Financial Management

Maria Navarro – VP Human Resources

Eva Dillard – VP Corporate Planning

Momoko Sato – VP Capital Markets

Omar Willis – VP Business Development

Bernie Ruben – Dir of Tech Services

Raj Juvvani – Dir of Customer Service Systems

Tyra Gordon – Dir of Loan Operations Systems

Paul Fenton – Dir of Infrastructure

John Cho – IT Security

Gary Giesler – Dir of IT Planning & Control

Francesco Carraro – IT savvy Board Member


Managing CEO (+ other shareholder) expectations

Organizational characteristics• Culture• Size• Industry standards• Maturity

CIO - CEO relationships• Track record• Superiors IT knowledge• Communication options• Trust

Project characteristics• Visibility/viability of project• Scope • Internal or external focus• Anticipated/unanticipated changes/opportunities

Techniques• Assumption surfacing• Vision sharing• Project management• Participatory

management• Formal procedures• Communication• Metric selection• Proactive Education


Ten commandments + 1

• IT and business iteratively and cooperatively shaping each other

• Internet based systems will become mission critical• E -business transformation will push organizations towards

higher degree of virtualization and networking• Organizational nodes of competency will be more flexible,

more competent and more knowledgeable but require integration

• Customer service quality will become a key metric for assessing performance of managers

• IT infrastructure will be critical to organizational performance • ERP systems will need to be integrated with many hybrid best-

of-breed solutions for CRM, SCM, HRM, • Ability to leverage skills across the enterprise inside and

outside IT function• Creating and managing coordination mechanisms is key• A significant proportion of IT activities will be managed

through selective outsourcing and multi-sourcing activities• Strategic alliances calls for new ways of jointly managing value

nets, shared projects and continuous activities

Customer service manager

Business strategist

E-business co-leader

Strategic alliance manager

Transformation champion

Systems integrator

Infrastructure visionary

Solution integrator

Talent builder

Organizational architect

Sourcing manager

Predictions CIO roles

Modified after Sambamurthy et al. 2001


CIO communication outside own function

1. How should Barton communicate with people outside the IT department to rebuild his and his department’s credibility?

2. How frequently should he communicate with the CEO? 3. Should he rely on “The Doctrine of Completed Staff Work”

as he formulates a communication strategy?4. What advice would you offer to Barton to help him break out

of the cycle of constant firefighting? 5. Is Barton becoming like Davis? Is that inevitable?

7


Governance archetypes and IT decision areas

Decisions

Archetype

IT principles IT architecture IT infrastructure strategies

Business application

needs

IT investments

Input Decision

Input Decision

Input Decision

Input Decision

Input Decision

Business Monarchy

0 27 0 6 0 7 1 12 1 30

IT Monarchy 1 18 20 73 10 59 0 8 0 9

Feudal 0 3 0 0 1 2 1 18 0 3

Federal 83 14 46 4 59 6 81 30 93 27

Duopoly 15 36 34 15 30 23 17 27 6 30

Anarchy 0 0 0 1 0 1 0 3 0 1


Conclusion chapter 12

• CIO must deliver the basics • Systems should be running – minimal disruptions• Got to get the IPads and other PDA’s etc. of board and CxO’s

working effectively 24/7• Must be perceived to be responsive to requests

• Become the ‘master of all trades’ – list of CIO roles• Manage communication to CEO and other stakeholders

Documents

10-10--2012 Copyright © 2012 Niels Bjørn-Andersen 1 B 19 - IT strategy ITU Session 7b Communication and IVK chapter 12 Robust Operations and communication