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“Entrepreneurs Ahoy: Running IT Like a Business”
May 30, 2009
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“There is no profession in the last 40 years that has
provided more opportunity to make a difference”
– Darwin John CIO (former CIO at the FBI, December 2004, CIO.com
The Brave New World
Abrupt changes in the world economic order
Recessionary environment globally; slowdown in India
Credit squeeze – marked slowdown in velocity of funds
No sector spared
Enterprises forced to re-appraise
R.I.P. – Business as usual
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Investment in IT
Businesses invest in IT to achieve six important business objectives
Operational excellence
New products, services, and business models
Customer and supplier intimacy
Improved decision making through real time data
Competitive advantage
Survival
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Role of Information Technology
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Risk – (Knee-jerk)
Cost (Budget-driven)
Platform For Business Ops (Operational)
Enabler of Business Improvement (Participative)
???????
Does IT understand Business Goals, Strategies and Markets
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Wharton Wipro survey of the emerging role of IT
Massive change from 2000 to 2008
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ENABLER DRIVER
SUPPORTER COST CUTTER
Strategic“competitive
”
Tactical“operational”
Reactive“following
”
Proactive“leading”
Role of Information Technology
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Risk – (Knee-jerk)
Cost (Budget-driven)
Platform For Business Ops (Operational)
Enabler of Business Improvement (Participative)
Strategic Contributor (Transformational)
IT as a Value Center
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Service
Center
Investment Center
Cost Center Profit Cente
rValue Center
Business Capability
Operational Efficiency
MinimizeRisk
Maximize Opportunity
The ‘entrepreneurial’ CIO..?
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The Entrepreneur CIO
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S.E.L.F*self
* - Strategy Enhancement & Leadership Facilitation
Traits of the Entrepreneur CIO
Envision with conviction
Passionate about Idea
Focussed on Result
Take Risks
Deserve before you demand
Out of functional cocoon
Lead by Example
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Focus on Effectively Running IT as a Business
Structure one’s role as a Entrepreneur/ CEO
Understand customer business in depth
Focus on increasing overall business profitability and not just on lowering IT costs
Exploit multiple channels to communicate how IT drives business value
Tag IT performance directly to measurable business performance
Hold your peer-leaders accountable for how IT investments deliver this business value
Maintain a business-oriented enterprise architecture
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IT to be run ‘like’ not ‘as’ a Business
IT a significant contributor to a value chain, not necessarily a self‐contained value chain of its own
Technology deployment alone does not guarantee business success
Primary role – provide corporate leadership to business functions
Running IT like a business means adopting a business‐like mindset
Prepare to compete for strategic mindshare & investment
Prepare to be measured on strategic success
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“The person who grabs a cat by the tail learns
something he could not learn in any other way.”
- Mark Twain
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Questions/ Comments
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THANK YOU