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www.nevinconsulting.com
Peter Nevin Principal
Building executive level relationships
for the CIO
www.nevinconsulting.com
About Me
Senior
Consultant National Rail
CIO
Global CIO
Senior Partner
EGM Business
Processes
Director
Technology
and Systems
FSH Project Chairman,
Board of Advisors
Strategic
Advisor
Principal
www.nevinconsulting.com
Session Content
• Why successful CIOs value executive relationships
• The nature of business relationships
• How to engage executive stakeholders that matter
• Seven best practice techniques to engage executives
• Remedial techniques to correct relationship problems
www.nevinconsulting.com
The Future State CIO
www.nevinconsulting.com
Transformational CIO Business Strategist CIO Functional Head CIO
CIO Focus
www.nevinconsulting.com
www.nevinconsulting.com
Basic hygiene
PCs, printers, phones, access…
Desk top systems
Email, office, Skype, calendars …
Back Office systems
Payroll, HR, Accounts, Content mgnt…
Production systems
Manufacturing, Banking, Inventory, Sales…
Customer facing systems
Online sales, personal banking, CRM…
Busin
ess v
alu
e
Good operations and
Technical change projects
Reduced IT Costs
Improved Reliability
Good operations and
Transformational change projects
Reduced Business Costs
Improved Reliability
Good operations and
Business Strategic change
projects
Increased profit
Business transformation
What is IT’s Role?
www.nevinconsulting.com
Session Content
• Why successful CIOs value executive relationships
• The nature of business relationships
• How to engage executive stakeholders that matter
• Seven best practice techniques to engage executives
• Remedial techniques to correct relationship problems
www.nevinconsulting.com
Business Relationships
• Trust, integrity and communication
• Authenticity
• Understanding goals and needs
• Providing positive solutions/responses.
stop
www.nevinconsulting.com
Session Content
• Why successful CIOs value executive relationships
• The nature of business relationships
• How to engage executive stakeholders that matter
• Seven best practice techniques to engage executives
• Remedial techniques to correct relationship problems
www.nevinconsulting.com
CIO
CEO CFO
Board
COO
Product Executives
Customer Executive
Marketing/Sales Executive
Functional Executives
CTO / Technical Executive
Who are the most important executives for the CIO?
www.nevinconsulting.com
CIO
CEO CFO
Board
COO
Product Executives
Customer Executive
Marketing/Sales Executive
Functional Executives
CTO / Technical Executive
The CIO and the CEO
www.nevinconsulting.com
The CIO and the CEO • Know what is important to a CEO
How to improve the CEO-CIO relationship:
• Confirming objectives, and updates on progress
• CEO information needs
• Organisational barriers or cultural challenges
• CEO feedback on IT
stop Share achievements Use Executive Dashboard
www.nevinconsulting.com
Basic hygiene
PCs, printers, phones, access…
Desk top systems
Email, office, Skype, calendars …
Back Office systems
Payroll, HR, Accounts, Content mgnt…
Production systems
Manufacturing, Banking, Inventory, Sales…
Customer facing systems
Online sales, personal banking, CRM…
Busin
ess v
alu
e
CEO
The CEO’s Focus
www.nevinconsulting.com
CIO
CEO CFO
Board
COO
Product Executives
Customer Executive
Marketing/Sales Executive
Functional Executives
CTO / Technical Executive
The CIO and the CFO
www.nevinconsulting.com
Basic hygiene
PCs, printers, phones, access…
Desk top systems
Email, office, Skype, calendars …
Back Office systems
Payroll, HR, Accounts, Content mgnt…
Production systems
Manufacturing, Banking, Inventory, Sales…
Customer facing systems
Online sales, personal banking, CRM…
Busin
ess v
alu
e
CFO
The CFO’s Focus
www.nevinconsulting.com
The CIO and the CFO
• Golden rule – keep the CFO on side!
What the CFO wants from the CIO:
• Stay within budget
• No surprises
• Confidence in KPIs and financial numbers
• Good IT controls and audit follow up
• External Benchmarks
Cost model aligned to
service catalogue
www.nevinconsulting.com
CIO
CEO CFO
Board
COO
Product Executives
Customer Executive
Marketing/Sales Executive
Functional Executives
CTO / Technical Executive
The CIO and other Executives
www.nevinconsulting.com
Basic hygiene
PCs, printers, phones, access…
Desk top systems
Email, office, Skype, calendars …
Back Office systems
Payroll, HR, Accounts, Content mgnt…
Production systems
Manufacturing, Banking, Inventory, Sales…
Customer facing systems
Online sales, personal banking, CRM…
Busin
ess v
alu
e
Other Executive's Focus
?
www.nevinconsulting.com
The CIO and the other executives Chief Operations Officers / Shared Business executives
• Shared view of end to end business processes
• Partner to increase cross department effectiveness
• Company wide KPIs and metrics.
Sales and Marketing executives
• Understand business cycles and behavioural impacts
• Be a customer
• Understand how IT contributes to the experience.
stop
www.nevinconsulting.com
The CIO and the other executives
Products and Lines of Business executives
• Keep in the loop for shaping of ideas
• Monitor how IT effects production/delivery.
Functional executives
• Understand behavioural differences
• Share war stories
• Listen carefully to system performance feedback.
stop
www.nevinconsulting.com
The CIO and the other executives
CTO / Technical executive
• Build an understanding of each others roles
• Work out when to partner and when to lead
• Establish a method for conflict resolution (in-house)
• Beware that CEO may seek technical advice from the CTO.
stop
www.nevinconsulting.com
The CIO and the other executives
Generally
• Aim for transparency in costing, prioritisation and trade offs
• Implement business driven mechanism for prioritisation
• Ensure that project valuation methodology is understood
by all.
stop
www.nevinconsulting.com
CIO
CEO CFO
Board
COO
Product Executives
Customer Executive
Marketing/Sales Executive
Functional Executives
CTO / Technical Executive
The CIO and the Board
www.nevinconsulting.com
The CIO and the Board • Varies between companies and over time
• Take guidance from the CEO
• Expect contact to increase with IT projects or strategy
• IT issues at Board level are bad news
• Typical discussion include -
• IT strategy – where are you leading IT
• Status of IT projects
• Justification of high cost initiatives
• Risk exposure – compliance, operations and publicity.
stop
www.nevinconsulting.com
Techniques for dealing with the Board
A CIO must be confident and capable of interacting with a Board
• Look the part
• Prepare a message and stick to it
• Be brief, be accurate, and don’t assume any technical literacy
• Be ready to discuss external advice
• Do not surprise your CEO in front of the Board!
stop
www.nevinconsulting.com
Session Content
• Why successful CIOs value executive relationships
• The nature of business relationships
• How to engage executive stakeholders that matter
• Seven best practice techniques to engage executives
• Remedial techniques to correct relationship problems
www.nevinconsulting.com
If you think you're too small to have an impact, try going to bed with a mosquito in the room.
Dame Anita Roddick, 1942-2007,
Founder of The Body Shop
www.nevinconsulting.com
Steps to
improve
stakeholder
relationships
www.nevinconsulting.com
1. Executive level
relationship map
Maintain a Relationship Tracker covering each executive
CEO
CFO
Key Influencer
CMO Director Sales Head of
Customer
Key Influencer
Key Influencer
Heads of Product
etc
CEO PA
Agreed meeting frequency
Date of last meeting
Top 3 priorities
Current status of IT value delivery and corrective actions if relevant
www.nevinconsulting.com
Organisation Goals and KPIs
• Grow revenue by xxxxx • Reduce cost s by xxxx • Launch product xyz
Executive Goals and KPIs s
• Complete Project xxx
• Retain customers • Achieve savings of $ • xxxxxxx • xxxxxxxx
CIO Goals and KPIs
• Complete Project yyy • Reduce IT operations costs for department Z • xxxxxxxxxx • xxxxxxxxxx
2. Aligning KPIs
Align your goals and KPI’s with the organisation
Identify match with other executive’s KPIs
= foundation for partnership
Make sure the executive knows
you have shared goal(s)
Be known as “can do” for
shared goals
DON’T SAY NO!
www.nevinconsulting.com
3. Prepare for Meetings
• Often neglected
• Demonstrates respect of their time
• Helps clarify key outcomes
• Check with your team before
• Review background of executive
• KPIs and goals
• Notes / actions from last meeting
www.nevinconsulting.com
What to talk about
1. Long-term strategic thinking
2. Change leadership
3. Expertise in running IT
4. Collaboration and influence
5. Team leadership.
stop
www.nevinconsulting.com
Basic hygiene
PCs, printers, phones, access…
Desk top systems
Email, office, Skype, calendars …
Back Office systems
Payroll, HR, Accounts, Content mgnt…
Production systems
Manufacturing, Banking, Inventory, Sales…
Customer facing systems
Online sales, personal banking, CRM…
Busin
ess v
alu
e
Executive conversations can be derailed
CIO wants to be talking up
here…..
But this has to be right to get
to the higher level
conversation
www.nevinconsulting.com
4. Maintaining executive relationships
• Deliver what you promise
• Informal interactions help develop the relationship
• Join executives in other executive conversations
• Leverage your relationships
• Review your calendar
• PAs = VIPs
www.nevinconsulting.com
5. Don’t be boring!
• It is about Business not IT
(them not you)
• Business Language is critical
• Have something interesting to
say
www.nevinconsulting.com
No IT jargon
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6. Be positive
• Your attitude will affect everyone around you
• Be positive about the organisation and its objectives
• Share credit for joint successes.
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7. Your Behaviours
• Initiate conversations by asking questions
• Ask others to become involved in your projects or
activities
• Share
• yourself
• information
• Everyone is different. stop
www.nevinconsulting.com
Session Content
• Why successful CIOs value executive relationships
• The nature of business relationships
• How to engage executive stakeholders that matter
• Seven best practice techniques to engage executives
• Remedial techniques to correct relationship problems
www.nevinconsulting.com
Indicators you
have a problem
• Shadow IT groups
• Problems with funding
• Can’t get to executives
• Not included in big
decisions
• External consultants
• Benchmarks
• Negative conversations
about IT
• Focus on reducing IT
costs.
www.nevinconsulting.com
How to fix problems
With an individual
• Fix their IT issue(s)
• Advice from “third” party
• Informal power holders
• Leverage IT team
relationships
• External assistance
• Customer surveys.
With IT
• Communicate
• Early
• Often
• Lead the solution
• External assistance.
stop
www.nevinconsulting.com
In summary
• Understand your business and its objectives
• Put yourself in their shoes
• Understand how IT objectives align with each executive
• Review the health of all your executive relationships regularly
• Prepare for your executive meetings
• Be transparent on funding, prioritisation, costs, etc
• No CIO has perfect relationships with every colleague all the time
• Relationships are continuous…not something you ‘fix’ and forget.
www.nevinconsulting.com
Be so good they can’t ignore you.
Steve Martin
www.nevinconsulting.com
Questions
+61 2 9326 5547
+61 411 024 189
www.nevinconsulting.com
peternev10
Building executive level
relationships for the CIO
Peter Nevin