CIO Organizations in Transition
A Community Enablement approach to supporting change
Presentation to the Financial Management
Institute Chapter PD Day
February 19, 2014
The Community
• The CS group is one of the largest functional communities with over 17,000
members
• 70% of CIOs are also responsible for Information Management, a community of
more than 3,000 members
• Significant change is underway in IM/IT in Government:
o Emphasis on enterprise approach (SSC, consolidation of HR and Financial systems)
o Blueprint 2020 vision of “a modern workplace that makes smart use of new
technologies to improve networking, access to data and customer service”.
o New and emerging technologies (e.g., cloud, digital, etc.) and skills (Vendor
management, business analysis, and business acumen)
o Digitization of paper documents and Web Renewal (Canada.ca)
• These changes triggering an evolution within CIO community, leading to:
o Leaner CIO organisations
o Demand for increasing strategic focus and corporate perspective
o Greater reliance on private sector including a buy rather than build approach and
eventual outsourcing of some traditional IM/IT functions
o A need for increasing partnership with business lines
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CS 2014 Snapshot
CS Population by Level
The CS Population of 17,385 Accounts for:
7% of the FPS population
12% of the NCR FPS population
3% of the Regional FPS population
CS 05
2% (292)
CS 04
4 Departments Account For 57% of all CS in the
Federal Public Service (FPS)
9% (1,543)
CS 03
30% (5,203)
CS 02
43% (7,466)
Shared Services Canada
CS 01
Canada Revenue Agency
Department of National Defence
17% (2,881)
0
2,000
4,000
6,000
8,000
Department of Employment and Social Development
CS Gender compared with FPS
CS Average Age compared with FPS
45.4
44.9
Since 2010 the CS average age has remained fairly
consistent with the FPS
2010
2014
2010
72%
73%
28%
46% FPS 46% FPS
54% FPS
2014
27%
54% FPS
The number of women in the CS population has declined 6%
(302) since 2010, while men declined 1% (183)
Full Demographic presentation available on the IM/IT Functional
Community Page on GCpedia at http://i.gc20.ca/IFC_CFI
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The Changing Role of the CIO
Yesterday
Business partner and enabler
Servant Leadership
•
•
•
Tomorrow
Reactive
Meets demands to specification
Siloed /program centric approach
•
•
•
Actively contributes business
direction
Provides challenge function
Enterprise perspective
Focus on technology - technical
skills and expertise
Focus on innovation and
strategic thinking
IT as Deliverable
IT as Enabling Tool
•
•
Creative – recognizes potential
Elaborates value proposition
“CIOs who want to be effective in the future will extend their
leadership and expertise beyond the IT function”
Martha Heller, Harvard Business Review Blog Network
4
Key Competencies for the Future
Tomorrow’s Attributes
Tomorrow’s Skills
•
•
•
•
•
•
•
•
•
Business Analysis
Strategic Collaboration
Vendor Management
Project Management
Contributes to direction
Has enterprise perspective
Thinks innovatively
Thinks strategically
Provides challenge function
Consistent with new
draft Key Leadership
Competencies
Tomorrow’s Key Competencies
•
•
•
•
•
•
•
Analytical Thinking
Visioning and Strategic Direction
Change Leadership
Client Focus
Communication
Developing others
Continuous Learning
•
•
•
•
•
•
Networking / Relationship Building
Partnering
Creative Thinking
Conflict Management
Results Orientation
Values and Ethics
Competency profiling, gap analysis, development, competency-based assessment and selection based on
competencies have been gaining international recognition. - National Research Council Website
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Supporting the Changing Role of the CIO
The Community Enablement Team is supporting CIOs as they
lead their organizations through transformation by providing
services, tools and guidance under three strategic areas:
1. CIO Talent Management

Succession planning that reflects appropriate skillsets for current and
future needs of key positions
2. CIO Workforce Planning

Developing and implementing strategic workforce management plans
3. IM/IT Career Development

Providing access to appropriate tools and guidance on key themes,
including Career development, Performance management and Generic
competency-based management
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Community Enablement: Our Strategic
Approach
CIO/Executive Talent
Management
CIO Workforce
Planning
What we have accomplished
• CIO study conducted, 2013
• Article on the changing role of
the CIO, 2013
• Talent Management Reviews,
(EX 04/05) May 2014; (EX
03/02/01) November 2014
What we have accomplished
• Full suite of community generic
products and competency
profiles
• Government-wide IM and IT
demographic analysis and
research, 2013 and 2014
What we are working on
• Common CIO Statements of
Merit Criteria
• Mentorship program established
with CIO Council determining
appropriate matches
• Key tools and guidance
developed and posted to
GCpedia community page
• Tabaret Institute (University of
Ottawa) CIO leadership program
• Succession planning approach,
mentorship program
What we are working on
• Ongoing demographic analysis,
including infographics
• Workforce planning guidance
and tool
• CIO Performance Management
Expectation for strategic
workforce planning
• Communications guidance and
tools to facilitate organizational
change
CS/Employee Career
Development
What we have accomplished
• Revised IM/IT GCPedia functional
community page to share
knowledge and best practices,
twitter account @IFC_CFI
What we are working on
• Career development tools and
resources
• Partnership with the Canada
School of Public Service towards
the development of a new
future-focused CS curriculum
• Career progression maps to help
CSs identify potential paths in
their field
• Competency gap analysis
assessment tool
• Tools for managers to use with
performance management
(based on generic
competencies)
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Relevant Links
• Tools, guidance and demographic analysis on the IM/IT
Community Page on Gcpedia: http://i.gc20.ca/IFC_CFI
• IT Generics GCpedia page:
www.gcpedia.gc.ca/wiki/IT_Community_Generics
Thank you!
QUESTIONS??
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