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

6

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

7

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

8

Current Distribution of CIOs Future Distribution of CIOs

CIO Focus: Current & future distributionsFU

TUR

E-STATE CIO

WORKDAY CONFIDENTIAL

Source: CIO Executive Council

9

10

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

11

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

12

(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

13

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

14

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