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At the Feet of Giants. Solar System. Spin out of orbit. Work for a leader/mentor Build a network Balancing Orbits Laws of Gravity. Come crashing in. Four Questions that Must be Answered. LFCSAFTD. Lost Footing Couldn’t Self Arrest Fell To Death. LF: Sooner or later CSA:Know how - PowerPoint PPT Presentation
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The quality of our lives is directly proportional to the quality of our relationships
At the Feet of GiantsThe primary goal of IT is to
align with and enable regional and global objectives.
Every technology initiative must be clearly tied in a provable way to business
value.
IT has the responsibility to understand a business’s complexities, influence
business peers, and present technology in terms the
business can understand.
Technology leaders are agents of change.
Transition is our
stable state.
Communication and relationship building are equally as important to
IT leadership as technology skills.
Successful technology leadership must strike a
balance between competing forces: short vs. long term
value, technology vs. business focus, global vs. regional,
leading vs. enabling.
Solar System
Work for a leader/mentor
Build a networkBalancing OrbitsLaws of Gravity
Spin out of orbit
Come crashing in
FOUR QUESTIONS THAT MUST BE ANSWERED
United
Believe Success is Possible
Willing to Pay the Price
Take Ownership
LFCSAFTDLost Footing
Couldn’t Self Arrest
Fell To Death
LF: Sooner or later
CSA: Know how
FTD: Don’t
The CIO’s Job Description
Acumen• Responsibility to understand
Sophisticated understanding of how things work Credibility requires a profound understanding (breadth and depth) of how
the organization functions• Ability to:
Fight off competing constituencies and programs Corral necessary resources Negotiate and balance conflicting demands
Foresight and Ambition• The leader must be able to see beyond what works today• He or she must have ambition on behalf of the organization
a drive to keep on the cutting edge of products, processes,technologies, and change
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The CIO’s Job Description
Communication Skills• As a visionary and driver of change a leader will always be in a position of
having to: lobby, explore, and sell often radical ideas
• He or she must have the ability to: present a new concept in different ways, to understand and address the concerns of others, and to generate buy in among people who do not yet share the vision
Passion• To succeed, a leader must have passion, intensity, and a touch of fanaticism --
characteristics of a natural leader• A passion not just for ideas and change, but for the limitless human potential
for learning and growing
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Journey to the Future-State CIO
Leverages alignment & close partnership withthe business to create enterprise change andoptimize processes
Transformational
Creates/enables business strategy & competitive advantage through innovation across and external to the enterprise
Strategic (Business)
Runs the IT organization, achieving IT operational excellence & providing effective, reliable services
Functional
Three types of leadership emphasisbased on a CIOs primary activities over time:
WORKDAY CONFIDENTIAL
Source: CIO Executive Council
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Current Distribution of CIOs Future Distribution of CIOs
CIO Focus: Current & future distributionsFU
TUR
E-STATE CIO
WORKDAY CONFIDENTIAL
Source: CIO Executive Council
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Focus
If you are doing what someone else can do then what only you
can do isn’t getting done
Differentiating Commodity
NonMission Critical
IT Focus Framework
Mission Critical
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Differentiating Commodity
Mission Critical
BU or Function Apps.
Shadow IT
Package App.- Stable -
Partner
Custom Applications
IT Supported
Strategic
Niche Apps.
Build
Buy10%-20% 80%-90%
High Cost
Low CostNon
Mission Critical
Evolution of Software Applications
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(i.e.: Access Databases for Pricing, Scheduling in Excel etc.)
Differentiating Commodity
BU or Function Apps.
Shadow IT
Package App.Stable
Upgrade
Partner
Custom Applications
IT Supported
Strategic
Niche Apps.
Build
Buy
(i.e.: Workday, and eMail)
(i.e.: Prism, JDE, Accpac)(i.e.: SFDC, Futurecast,
EDW)(i.e.: LADW, TKS, eBiz)
25%-35%10%-20%
65%-75%80%-90%
Customizations
NonMission Critical
Mission Critical
H.B Fuller Current State Example
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Differentiating Commodity
BU or Function Apps.
IT Facilitated Innovation
Partner
Custom Applications
IT Supported
Strategic
Niche Apps.
Build
Buy
10%
85%
5%
Integration
Governance
NonMission Critical
Mission Critical
High Cost
Future State
Low Cost
Inve
stIn
nova
te
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Learn
Struggle
Change/
Shed
Help
Themes
① Self-Awareness② Leadership③ Define Success
Definitions① Self-Awareness
a) Looking backward (Understand)i. Know-selfii. Valuesiii. Giftsiv. Receiving Feedback
b) Looking forward (Therefore what?)i. Leverage giftsii. Clear on what you wantiii. Giving Feedbackiv. Outward view
Definitions② Leadership
a) Character (Being)i. Intrinsic Qualities
• Learning, Integrity, Trust, Authenticity
b) Capabilities (Doing)i. Learnable skills
• Communication, Networking, Teams, Relationship Building
c) Style (Alignment)i. Know your styleii. Have a backup styleiii. Know how to read a situation and select appropriate
styleiv. Leadership Style and Leadership Capability not the
same
Definitions
③ Define context for success (Single or Multiple)
i. Economicii. Make a differenceiii. Familyiv. Life Balancev. Trade Offsvi. Validation (does it fit with 1 & 2?)
?Question
s
