CIO: Build a Personal Development Plan to
Become Chief Enterprise Integration Officer
Your role is at a crossroads. Reinvent yourself now or risk becoming head of technology
support.
Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice.
Info-Tech’s products and services combine actionable insight and relevant advice with
ready-to-use tools and templates that cover the full spectrum of IT concerns.
© 1997-2013 Info-Tech Research Group Inc.
Info-Tech Research Group
1
Introduction
CIOs have to act now and arm themselves with the capabilities needed to be
a strategic member of the executive team, or risk being relegated to an
operational maintenance role and eventually becoming obsolete.
This Research Is Designed For:
This Research Will Help You To:
 CIOs/IT executives who are seeking guidance
 Develop the capabilities that will enable you to
to develop the capabilities necessary to
remain relevant in a fast-changing business
environment.
 CEOs who want to understand the capabilities
of a CIO who will help to deliver better
business value.
 Organizations that have sufficient technology
support, but are seeking to create a role with
an enterprise view of the integration needs of
the business.
transition from the classic CIO role to the new
Chief Enterprise Integration Officer (CEIO)
position.
 Optimize the key accountabilities of the CEIO
role to improve IT’s integration with the
business.
 Foster key business relationships, both
internal and external, to improve your ability to
drive business improvement and innovation.
Info-Tech Research Group
2
Solution Set Overview
• This solution set is designed to help the IT executive set a course
to becoming the Chief Enterprise Integration Officer (CEIO).
• It includes several tools to assist in that journey:
◦
◦
◦
◦
◦
CEIO Capability Assessment
Stakeholder Power Map Template
Stakeholder Management Strategy Template
Personal Development Plan Template
CEIO Scorecard
• Completion of these tools will take time – recognize that you are
responsible for your next career move, and make the necessary
commitment to positioning yourself for success.
The CIO will be the nucleus of any
company, working closely with
business executives and finance;
strategizing about future technology
directions; leading a staff of highly
skilled professionals and leaders;
championing streamlined technical
operations.
- Louis Lantin, Director,
Enterprise Collaboration Group, Amtrak
Become the Chief
Enterprise
Integration Officer
Appreciate the
key drivers for
the CEIO role
Understand
how the CIO
role has
evolved
Identify the
five drivers
demanding
change
Assess your
CEIO
capabilities and
stakeholder
relationships
Determine
your high
priority
capability gaps
Identify the
most
important
stakeholders
Build your
transformation
action plan
Design your
CEIO Personal
Development
Plan
Develop a
scorecard to
track your
progress
Info-Tech Research Group
3
Executive Summary
 The CIO’s position is weakening.
• Emerging technologies are leading the organization to question its need for an IT department and thus a CIO. The business is
going around IT and procuring cloud services directly from vendors. Rising roles such as the CMO and other CXO roles are
often filled by people with sufficient technical acumen to cause the organization to question the relevance of the CIO role.
• At the same time, the CIO role is experiencing pressure from the CEO to:
◦
◦
◦
◦
◦
Provide flexibility to adapt to changes in the business environment,
Enable top-line growth,
Help position the organization in terms of brand equity,
Understand the business and IT risk associated with new technologies,
…AND continue to drive down costs.
 The CIO needs a new agenda or he/she will end up as the Chief Technology Support Officer.
• If the CIO fails to recognize that the role is eroding and to re-define the role to focus on highly-innovative integrative business
solutions, as opposed to technology support, the CIO role will be severely devalued and will cease to exist within a few years.
The Chief Technology Support Officer may survive, likely as the IT Director.
• The CIO must do the following to remain a strategic partner with the business:
◦
◦
◦
◦
◦
Drive innovation, be the technology visionary, and support revenue generation.
Manage IT like a business.
Ensure information assets are adequately protected.
Be a business leader.
Drive business insights through big data.
 The CIO needs to reinvent the role as the Chief Enterprise Integration Officer.
• The CIO must take responsibility for his or her own personal improvement and develop the capabilities required to become the
CEIO.
• Info-Tech has identified 11 capabilities required to achieve success as a CEIO and a methodology to reach the level of
capability that you will need to not only remain relevant, but emerge as a key figure in your organization.
Info-Tech Research Group
4
The fundamental model for IT is being forced to change
It is no longer about aligning with the business – it is about driving
innovation and integration throughout the enterprise.
The digitization of
everything has
resulted in an
enormous volume of
data.
Many older IT
systems are
expensive and
inflexible.
The cloud is
commonplace.
Mobile devices are
ubiquitous – PCs are
becoming less
relevant.
Enterprise
systems can be
purchased as a
service.
Managers are
procuring their own
IT services and
solutions without
involvement of IT.
Info-Tech Research Group
5
The CIO’s position is weakening
Faced with a barrage of new technologies and increasing demands by the
CEO, the CIO must adopt a new set of capabilities.
• Some emerging technologies are leading to a weakening of
the CIO’s position within the organization.
• Indeed, cloud computing is making organizations question
the need for an IT department, let alone a CIO.
• At the same time, the CIO is experiencing increasing
pressure from the CEO to:
◦
◦
◦
◦
Provide flexibility to adapt to changes in the business
environment.
Enable top-line growth.
Help position the organization in terms of brand equity.
Understand the business and IT risk associated with
new technologies.
• If the CIO fails to re-define his/her role to address these
challenges, the role will become redundant and will cease
to exist within a few years.
If IT cannot move faster and show the business what is possible, it will become increasingly marginalized, and
will likely to be absorbed into the cloud and the business.
Info-Tech Research Group
6
The VP of electricity did not disappear because electricity
disappeared
The pessimists believe that the CIO role will become redundant and may
cease to exist – at least in its current form and shape.
• It has been said that, at the turn of the 20th century,
electricity was so scarce that there was a very senior role
in the organization to generate, secure, and manage it.
• As the infrastructure for electricity generation developed,
and electricity became a commodity, this position
disappeared.
• There are those who believe that IT faces a similar
future.
• The most extreme view contends that in-house IT will
become a shadow of its former self, looking after old
legacy applications that no one else wants to touch.
• Under this scenario, funding for IT services will flow from
the business through business IT groups that will devise
processes out of cloud services.
• Another scenario envisions the merger of the CIO and
CFO.
• And still another – recognizing that marketing is now the
central engine of growth for many companies – proposes
the creation of a Chief Marketing Technologist to replace
the CIO.
I think the role of the IT leader will change in
many ways. It’s hard to say where the IT
group will be. The role will definitely be more
about advisory around emerging technologies
and assisting with mergers and acquisitions.
- Harald Ujc, Director of IT, George Weston Limited
Info-Tech Research Group
7
The CIO has to reinvent the role as Chief Enterprise
Integration Officer or…
.. end up as Chief Technology Support Officer (CTSO) (not that there’s
anything wrong with that).
• CIOs will be faced with a choice:
◦
◦
Continue to focus on providing a slick, trouble-free service to the business, or
Demonstrate higher value through supporting business decisions, delivering innovation, and contributing to business
strategy.
• The existence of legacy systems and applications means that for the CIO to overcome becoming seen as the first point of
contact for IT problems, he/she must build a strong team with the necessary technical capabilities, and learn to delegate
operational concerns.
• If you are a technology-centric CIO, not a business-centric CIO, you will have little to do in the organization in the future.
Mandate of CEIO
• Provide vision and insight to the development of the
business strategy.
• Demonstrate leadership and expertise for business
technology initiatives.
• Ensure trans-enterprise integration of business
processes, technology solutions, data, customer
experience, etc. to drive competitive capability,
innovation, and new revenue.
• Keep the business running by ensuring the integrity of
all technology systems and solutions.
Mandate of CTSO
• Provide information and communications technology
support services to the organization.
• Maintain efficient and effective IT services and
infrastructure to support the organization’s goals.
• Develop and maintain the disaster recovery program.
• Ensuring account, server, and systems security, and
management of systems and operating hardware.
• Manage support from external service providers and
contractors.
As CTSO, you will get to the root cause of recurring issues, build policy and procedure around key IT functions, and
implement a triage system for the help desk; to help you with this, read Info-Tech’s solution set Move to a Stable &
Controlled IT Department.
Info-Tech Research Group
8
Firms will always need a chief integrator
The CEIO will be the common thread that weaves the various fabrics of data,
business processes, and technology together across the enterprise.
• It is risky for firms to think they can handle IT without an IT
leader in place.
• Though everyone uses technology, not everyone can:
◦
◦
Map out its strategic deployment, or
Understand the business and IT risks associated with it.
• While business and functional units might choose the
products to use and the strategies to adopt, the CEIO will be
the common thread across the enterprise – ensuring that the
decisions being made by the business units facilitate a
seamless flow of information across the enterprise.
• Firms need someone at a suitably strategic position in the
organization to:
◦
◦
◦
Guide business prioritization and technology decisions.
Articulate the value of complex technology-based
initiatives.
Oversee the value the company creates from its
investments.
• Ditch the CIO role – reinvent it as the Chief Enterprise
Integration Officer.
The new CIO is as pervasive a role as the
CFO. There is no part of the business that
technology doesn't touch. Like the CFO, the
CIO should have a seat at the most senior
level of the company.
- Irving Wladawsky-Berger, Strategic Advisor,
Wall Street Journal Contributor
Info-Tech Research Group
9
The CEIO will drive integration throughout the enterprise
The optimists argue that cloud and the consumerization/democratization of
IT elevate the importance of IT, as both an integrating force and a strategic
focus.
• The degree of penetration of IT across the organization will increase to
the point that:
◦
◦
IT will no longer simply be a support function.
IT will become part of and optimize core business processes.
• The CEIO will be transformed from technology expert to business
engineer: essential to the strategic growth of the firm.
◦
◦
Focusing on highly innovative business engineering.
Driving transformational organizational change.
• This CEIO no longer requires a technological or content specialization;
rather, he/she will combine a strong understanding of the business with a
broad understanding of technology and its potential to drive business
value.
• As a strategic executive, aligned with the business's view of the world,
revenue-generating functions will shift more into the focus of the CEIO.
• The CEIO will report as a member of the executive directly to the CEO
because…
◦
◦
It is no longer simply cost that is the priority.
Rather, it is the strategic benefits, value contribution, and role as
innovative driving force.
Info-Tech Research Group
10
Use the pathfinder below to address specific questions about
becoming the CEIO
Question
What factors are driving the need for the
CIO to change?
What demands do these drivers place on
the CIO? What new capabilities are
needed to address these demands?
Importance or Answer
Slide
Cloud necessitates a change in the IT operating model.
18
The CEO expects more from the CIO.
20
Consumerization and democratization of IT are disintegrating IT.
25
Old and new roles are eroding the CIO’s importance.
26
Business is demanding higher levels of integration.
27
Drive innovation, be a technology visionary, and support revenue generation.
32 – 34
Manage IT like a business.
35 – 38
Ensure information assets are adequately protected.
39 – 40
Be a business leader.
41 – 42
Drive business insights through big data.
43 - 44
How can I assess my competency level
for these capabilities?
Use Info-Tech’s CEIO Capability Assessment Tool to determine and prioritize your
competency gaps.
30
How can I determine the key
stakeholders that I should involve in my
transformation?
Use Info-Tech’s Stakeholder Power Map Template to help visualize the importance of
stakeholders so you can prioritize accordingly.
48
What kinds of activities can I undertake
to address my competency gaps?
Explore a variety of activities included coaching, reading, training, volunteering, and
networking.
61
Use Info-Tech’s Stakeholder Management Strategy Template to develop a plan for
building relationships with the key stakeholders identified in the Power Map Template.
58
Use Info-Tech’s CEIO Personal Development Plan to determine key steps to closing
competency gaps.
67
Create your CEIO Scorecard to focus on your goals and track your progress.
69
How do I awaken the CEIO within me?
Info-Tech Research Group
11
Info-Tech identified five main drivers that lead to five
demands on the CEIO and require eleven capabilities
5 Key Drivers
1• Cloud
5 Demands on the
CEIO
11 Capabilities
Required
2• CEO’s Expectations
1• Facilitate Innovation
2• Manage IT like a Business
1• Technology Leadership &
3• Consumerization &
3• Ensure Information Assets
2•
Democratization
4• Rise of the CMO and other
CXO roles
5• Need for Enterprise-Wide
Integration
are Adequately Protected
4• Be a Business Leader
5• Drive Business Insights
through Big Data
4•
5•
3•
6•
7•
8•
9•
10•
11•
Innovation
Technology Stewardship
Investment Management
Services Orchestration
Business Acumen
Enterprise Architecture
Information Protection
Business Strategy
Stakeholder Engagement
& Management
Leadership & Influence
Data Stewardship &
Business Intelligence
Info-Tech Research Group
12
Info-Tech is just a phone call away to assist you with your
project
Info-Tech Assisted Implementation. Our analysts will guide you to successful
project completion.
1. Arrange to speak with a Consulting Analyst. Apply our research advice to
your specific organizational needs.
2. Complete a critical project stage with a Consulting Analyst. Collaborate with
the Analyst as you work through a project step, complete a Tool or Template,
interpret results, and plan next steps.
3. Compare your results with those of others. Benefit from lessons learned.
Consulting Analysts will review completed deliverables and experiences of other
clients and share what they learned.
This bell signifies when you’ve reached an IAI point!
Info-Tech Research Group
13
Info-Tech is ready to assist throughout this project
Recommended Info-Tech Assisted Implementations
Section 2: Making the case for the Chief Enterprise Integration Officer
Capability Assessment: Assist with capability assessment, determine personal prioritization, and discuss how to leverage
results into a personalized action plan.
Section 3: Assessing the Implications
Stakeholder Power Map Template: Aid in performing an accurate stakeholder evaluation, review your completed
template, and assess the implications of your Stakeholder Power Map results.
Section 5: Understanding the role of the Chief Enterprise Integration Officer
Stakeholder Management Strategy: Assist with completion of Info-Tech’s Stakeholder Management Template, review
your completed template, and suggest strategies for developing/managing relationships.
Section 5: Awakening the CEIO within yourself
Personal Development Plan: Review your Personal Development Plan, suggest additional insights, and fill in any gaps.
Check in regularly with an analyst to discuss progress and next steps.
Section 5: Moving Forward as a CEIO
CEIO Capability Scorecard: Aid in reviewing your perspectives, KPIs, and targets, suggest additional insights, and fill in
any gaps. Check in regularly with an analyst to discuss progress and next steps.
Info-Tech Research Group
14
Making the case for the CEIO
What’s in this Section:
• The history of the CIO.
• The key drivers of change:
◦
◦
◦
◦
◦
The Cloud.
CEO’s Expectations.
Consumerization/Democratization of IT.
Rise of the CMO and other CXO Roles.
Need for Enterprise-wide Integration.
Sections:
Making the case for the CEIO
Assessing the capability
implications
Evaluating stakeholder
relationships
Understanding the role of the
CEIO
Awakening the CEIO within
yourself
Info-Tech Research Group
15
Despite the fact that the CIO role is poorly defined in many
instances, it has persisted
The CIO role is quite confusing compared with the CEO or CFO.
• The CIO role can be confusing, particularly when it is
paired with the Chief Technology Officer.
• CIO reporting lines are equally inconsistent – distributed
across the CEO, CFO, and COO portfolios.
• This is a consequence of how IT has evolved:
◦
◦
From being a Finance resource to being a business
resource.
From being centralized to being decentralized to being
centralized to being decentralized…
• And while the CIO role has become more common since
the mid-1990s, there is no real distinction between that
role, and that of the IT or MIS manager of old.
• There is no clear point in the career of the IT leader at
which the role becomes a “chief” role.
• In reality, very few IT leaders ever get beyond being “IT
managers” other than in name.
IT is perceived as: business-enabling, but not necessarily strategic; commoditized and not often proprietary;
a cost to be managed and not an investment to extend enterprise value. These are the perceptions that a
CIO has to manage.
Info-Tech Research Group
16
Whether supporting finance or operations, the CIO role has
customarily been perceived as a cost center
Era
Role
Key
Technology
Mandate
Key
Challenges
’65 to ‘75
Electronic Data
Processing Manager
Mainframe/batch
’75 to ‘85
MIS Manager
Mainframe/Minicomputer/green screen
 Automate manual
 Provide information
functions, especially
systems to
finance and transaction
management
processing
 Extend footprint to end Data quality
user computing
 Cost savings
 Improve productivity in
business units
 Introduce data
management
 Finding qualified staff
 Managing technical risk
 Inventing IT processes  Organizational change
management
Key
 Technical
Competencies
 Technical
Reporting
Relationship
CFO
CFO
’85 to ‘95
IT Director
’95 to ‘13
CIO
PC/client-server/thick
clients
 End-to-end solutions
(ERP)
 Stabilize IT operations
 Introduce governance
 Introduce email/file
sharing/office functions
Network/x86 Servers/web
UI
 Contain legacy costs
 Manage exploding
demand
 Introduce customerfacing technology
(ecomm)
 Introduce new methods
(OO, agile, offshore,
manage BYOD)
 Managing business risk  Containing IT costs
 Organizational change  IT productivity
management
 Recruiting staff
 Governance
 Technology
 IT Strategy
 Business Process
 Program Management
 Technology Leadership
COO
COO or CEO
Info-Tech Research Group
17
But the times they are a-changin’ (as the song says):
understand the five main drivers of change for the CIO role
To determine what is needed from tomorrow’s CIO, Info-Tech examined the
drivers for change.
1. Cloud
5. Need for
Enterprise-wide
Integration
2. CEO’s
Expectations
3.
Consumerization
&
Democratization
4. Rise of the CMO and
other CXO roles
Look for this diagram at
the top of each page to keep
track of which driver is being
discussed.
Info-Tech Research Group
18
Info-Tech has identified the cloud as the major driver
for IT organizational change
All parts of the in-house IT organization will be affected.
• The importance of the cloud to business is enormous:
◦
◦
◦
Entering a new market can be done in hours.
Launching a new product in minutes.
Complex testing and development in mere days.
• And with the ever-increasing “anything as a service,” the
options for businesses will grow exponentially.
• Indeed, IT is increasingly losing control of its role in
application selection and development as the business
contracts directly with cloud providers for software
solutions, and vendors market directly to the business.
• Capital budgets are no longer sought out. Business units
pay using their own OPEX budget.
• Shadow IT is becoming an increasingly serious problem
for many IT departments.
The CIO needs to be the "technical
conscience" of the organization, taking the
leadership role advising the organization on
both the good and bad aspects of information
technologies. It's not a role they currently
play in most organizations. The CIO needs to
proactively influence his/her future and the
future of the IT organization. "If we don't, we
will become the victims of a future that will
happen to us."
- Pete DeLisi, Owner, Organizational Synergies, and
Academic Dean IT Leadership Program, Santa Clara
University
• If IT cannot move faster to show the business what is
possible…
◦
◦
It will become increasingly marginalized and may itself
end up in the cloud.
From a department that manages cloud services to a
cloud service itself.
Info-Tech Research Group
19
Get ahead of the cloud curve to avoid obsolescence
The cloud will reshape the way you do business. Plan for your organization’s
adoption of the cloud before it is too late.
• The adoption of cloud services is marking the end of
classic IT and the Plan-Build-Run model, and demanding a
new set of leadership capabilities from the CIO.
New Model: Enable—Integrate—Manage
• Info-Tech has identified a new operating model best suited
to support your cloud-enabled organization – EnableIntegrate-Manage (E-I-M).
• E-I-M facilitates a more business-focused approach.
• With many traditional IT responsibilities being pushed to the
cloud, there will be fewer people to manage, providing IT
the opportunity to become the technology visionary the
business has been seeking.
• IT will operate like a business:
◦
◦
Facilitating and brokering cloud services on behalf of the
business.
Ensuring that the vendors and services they select and
manage continue to meet the business’s requirements.
Enable
Manage
Service Delivery
Management
Security & Risk
Management
Financial Management
Data Management
Integrated Strategy
Service Management
Strategy
Enterprise Architecture
Security & Risk Plan
Budget
IT Organizational
Plan
Integrate
Project Management
Service Integration Management
Organizational Change
Management
Info-Tech Research Group
20
CIOs must be forward-thinking to address the
expectations of CEOs
Now, more than ever, it is vital that the CIO be aware of the expectations of
the CEO in order to position him or herself as a business leader.
• CEOs are not seeing the value of IT as a
separate department and cost center.
• If they believe that shifting IT spend to the
business units will drive greater flexibility and
efficiency – they will do it.
• As CEOs and other CXOs become more techsavvy, and learn the ins and outs of cloud
procurement, being a naysayer is a dangerous
proposition for most CIOs.
• CIOs have the potential to help shape business
strategy and business models – but being
encumbered by daily IT operational functions will
hamper their strategic aspirations.
• It is within their control to delegate operational
responsibilities in order to free their time for a
more business-oriented role.
• CIOs must align their priorities with those of
their CEOs – they must demonstrate their
capability to drive the organization towards its
strategic goals.
CEO Priorities vs. CIO Priorities:
• CEO Priorities: Revenue Growth, Customer Satisfaction,
Talent Management
• CIO Priorities: Operational Efficiency, Security & Risk
Mitigation, Revenue Growth
• CEOs expect IT to be responsible for helping to meet
business objectives, including: revenue growth, innovation,
and customer satisfaction – as well as for driving cost out
of IT infrastructure and the business, and mitigating risk.
CIOs need to consider very carefully what
numbers they’re putting in front of the board,
what those numbers are about, and what
conversations they’re having around the
numbers that demonstrates the new value of
their role.
- Chris Potts, Corporate Strategist
Info-Tech Research Group
21
Overcome IT’s perception as nerdy, non-aggressive,
and boring to gain credibility with the executive
3
2
1
0
1
2
3
Trendy
Nerdy
Aggressive
Non-aggressive
IT is perceived
as more boring
than Finance!
Interesting
Expressive
Boring
Inexpressive
Imaginative
Dull
Powerful
Powerless
Active
Leader
Marketing and
Finance are the
powerhouses.
Passive
Follower
Dynamic
Static
Creative
Imitative
Insensitive
Sensitive
Pragmatic
Conceptual
Impersonal
Personal
Initiate Change
React to Change
Focus on Details
“Big Picture”
Risk Adverse
Future Oriented
Logical
Specialist
Risk adversity is
the only
characteristic in
which IT stands
out.
Risk Seeking
• This diagram illustrates the
relative perception by CEOs of
IT, Finance, and Marketing.
• Characteristics on the left are
transformative, that is, can
cause change in an
organization more easily.
• CIOs have a major challenge
ahead of themselves to
position themselves and their
department as being leaders
in business change.
IT
Finance
Marketing
Past Oriented
Intuitive
Generalist
Follow the Rules
Break the Rules
Task Oriented
People Oriented
Rational
Emotional
Adapted from:
IT Stereotyping and the CEO-CIO
Headlock, Paola Gonzalez, et al.,
Thirty-Third International Conference
on Information Systems, Orlando 2012
Info-Tech Research Group
22
Cut out the tech talk and focus on business to overcome
IT stereotypes
The issues facing CIOs are a direct result of their focus on operations and keeping the
lights on – that is, acting as the IT manger rather than the business partner.
• The CIO needs to find a way to shift his/her responsibilities to the latter.
Differentiate between “support” and “enable.”
• The forward-thinking CIO has to stop thinking of him/herself as a separate entity from the
business.
The CIO who can help the CEO make savvier business decisions is the one who will be
invited to stick around, not the one harping on security or boring the CEO with tech talk.
• CEO stereotyping of the CIO and IT in general will only be compounded as a result of these
kinds of conversations.
Communication around IT should function very much like IT itself.
• Talk about how the technology makes things better for the business, on their terms. For
example, “We can drive greater customer engagement with a new social media process.”
Info-Tech Research Group
23
Get your house in order before taking on the strategy
challenge
There are three levels of IT maturity: firefighter, trusted operator, and
innovator.
• Firefighting mode is never a good place to be for IT.
◦
◦
The ability to fight the occasional fire is valuable, but
Consistent firefighting is inefficient and
unsustainable.
• IT departments in a Firefighting state cannot:
◦
◦
◦
Gain control of their operations,
Deliver acceptable levels of service to the business,
or
Sustain any type of stability for infrastructure,
applications, or staff.
• As IT departments increase their maturity level, they
move from being reactive to being proactive – from
dealing with chaos, instability, and stress on a daily
basis to maintaining a stable and controlled business
environment, and eventually to being the strategic
partner that the business is looking for.
• Transitioning out of Firefighting mode requires
adjustments to IT process, technology, and people.
Determine the maturity level of your IT department,
and what you have to do to facilitate your personal
transition using Info-Tech’s Firefighter to Housekeeper
Prioritization Tool.
Info-Tech Research Group
24
Use the cloud to shift operational tasks out of the firm
and prioritize initiatives that matter to your CEO
What CEOs want from the CIO:
• IT priorities are aligned with business priorities, including: revenue growth, customer satisfaction, and innovation.
• CIO understands the industry, including: customer behavior, supplier behavior, and strategic opportunities.
• CIO has strong C-level skills such as business communication, talent development, knowledge of the business, and
strategic thinking.
• CIO, other CXOs, and the CEO develop a strategic agenda for IT-enabled innovation aimed at creating future growth for
the business.
Technology-Focused CIO
Business-Focused CIO
IT Enables
the
Expansion of
the Business
IT Enables the Expansion
of the Business
IT Optimizes
Business
Processes
IT Optimizes
Business
Processes
IT Supports the Business
IT Supports
the Business
Relative
Focus
Info-Tech Research Group
25
Consumerization and democratization have wrestled
control of IT decision-making away from CIOs
Users can procure the services they need themselves from various SaaS
offerings in the cloud or outsourced vendors.
• CXOs from business and functional units have reached a stage of maturity after having used IT for both
business and personal purposes over several years.
• They are making their own IT investment and product choices – bypassing the IT department and the
CIO completely.
• To make matters worse, vendors are marketing directly to the business, further devaluing IT’s
relevance.
• The danger of this is the potential for organizational inefficiencies – redundancies, higher costs, and
incongruent data – due to a lack of integration across services.
• In addition, a younger generation of consumers and employees – one that has grown up with
technology – is forcing new business models, and demanding different tools and functionality than only
a few years ago.
• CIOs are struggling to accommodate these demands without sacrificing the integrity of the IT
infrastructure overall.
Consumerization/democratization of IT and the cloud actually increase the importance of IT. Organizations
now need someone, at a suitably high level, to guide business prioritization, implementation, integration, and
demonstration of value when pursuing technology-based initiatives.
Info-Tech Research Group
26
The walls are closing in: the responsibilities of the CIO
are eroding as other roles gain importance
The Chief Marketing Officer, Chief Digital Officer, and Chief Marketing
Technologist have been nibbling away at the CIO’s traditional space.
Chief Marketing Officer (CMO):
• Marketing has evolved from an art to a numbers-driven science focusing on analysis for demand generation, campaign
•
•
•
analysis, etc.
With the rise of social networking and using technology to interact with the customer base, CMOs have had to become
technology savvy to understand and reach their customers. Indeed, Marketing has been able to understand social
networking and collaboration at a quicker pace than IT.
It is estimated that 50% of new marketing hires will have a technical background in 2013 (Source: Is the CMO the new
CIO?, E.G. Nadhan).
Through years of practice, Marketing has learned to bypass IT and recently this has become much easier, as SaaS and
low-risk subscription models gain popularity.
Chief Marketing Technologist:
• Some companies have created a new position to bridge the gap between marketing and IT, suggesting that this role report
•
to both the CMO and CIO.
Mobile marketing and mobile commerce represent examples of two growing fields where understanding the technology is
less important than understanding customer behavior.
Chief Digital Officer (CDO):
• Some organizations have also introduced a CDO to oversee the full range of digital strategies, and the use of digital
technologies across the business.
• Many CDOs are being positioned as strategic thinkers for emerging technologies.
[The CDO] is the one who really understands digital as a means of innovating the company. His daring
mission is to transform the business model of the company. The CDO does not implement technology,
no, he implements technology-enabled innovation.
- Peter Hinssen, “Will the real CIO please stand up?” Mar 7, 2013
Info-Tech Research Group
27
Demand for integration is emerging as a key factor
influencing IT
IT decision making is centralizing not only in areas such as managing IT
operations and technology assets, but in areas such as improving and
changing business processes.
• The trend towards increased centralization is manifested in:
◦
◦
◦
◦
◦
More standardization in IT platforms and applications.
More formalization of IT business processes.
More centralization of decision making regarding IT.
Relatively more IT employees positioned in corporate than
in the business units.
A higher rank of the top IT executive in the firm.
• It is the result of greater demand for integration – that is,
horizontal co-ordination across business units to achieve a
common task.
• This is a good news story for IT – IT is emerging as an
important integrator in many multi-business unit firms
because:
◦
◦
It’s a slam dunk that the IT organization plays
an important integrative role in terms of the
connectivity enabled by the technology.
Additionally though, our observations indicate
that the IT organization, with a systemic view
and ability to communicate knowledgably
across diverse business units, plays a
surprisingly critical organizational role in
coordinating the efforts of those units for the
overall benefit of the firm.
- Asst. Professor Eric C. Larson, University of Illinois
Urbana-Champaign
IT already facilitates the connectivity of differentiated
business units and functions via technology, governance
structure, and projects.
IT understands the requirements and capabilities of all
business units and functions, and can:
– Support cross-business unit innovation.
– Identify opportunities to create complementary services.
– Achieve economies of scale and scope.
Info-Tech Research Group
28
Assessing the capability implications
What’s in this Section:
• Five demands driving 11 new capabilities.
• Assess the importance of the capabilities to your
organization.
• Assess the level of competence required by your
organization for each capability.
• Assess your level of competence for each
capability.
Sections:
Making the case for the CEIO
Assessing the capability
implications
Evaluating stakeholder
relationships
Understanding the role of the
CEIO
Awakening the CEIO within
yourself
Info-Tech Research Group
29
The five main drivers of change are placing increasing
demands on CIOs
CIOs must build the capabilities to address these five key demands from the
business.
• CIOs are facing pressure to innovate, manage
•
IT like a business, ensure information assets are
adequately protected, become a business
leader, and drive business insights through big
data – all while continuing to “keep the lights
on.”
Today’s CIOs must:
◦ Evaluate their capabilities against those that
are needed to address these demands.
◦ Prepare an action plan to address capability
gaps.
◦ Make sure that that they can create new
relevancy for their organizations.
Look for this diagram in the top right
corner of each slide to track which
pressure is being discussed.
Facilitate
Innovation
Drive Business
Insights through
Big Data
Be a Business
Leader
Manage IT like a
Business
Ensure
Information Assets
are Adequately
Protected
Info-Tech Research Group
30
Exercise: Measure your competence for each capability
to compare yourself with your organization’s needs
Use Info-Tech’s Chief Enterprise Integration Officer (CEIO) Capabilities
Mapping Tool to determine and prioritize your competency gaps.
• In the coming slides, learn about the five pressures
affecting the role of the CIO, and the 11 capabilities they
demand.
• Then use Info-Tech’s CEIO Capability Assessment Tool
to evaluate your level of competence compared with that
required by your organization.
• Use the drop down boxes on Tab 2 to:
1. Indicate the importance of each capability to your
organization (Column H)
2. The competency level required by your organization
(Column I)
3. Your personal competency level (Column J)
• The tool will calculate the gap between the required
competency level and your current competency level,
and prioritize the gaps according to the importance of
that capability to your organization.
• To see the competency gaps go to Tab 3:
1. Compare the gaps between required competency
level and personal competency level for each
capability.
2. Use the Importance Score to assist with prioritization
of skills development.
Read Tool Tab 1 (Introduction) and
then continue reading the set until
you see the tool icon again.
Info-Tech Assisted Implementation:
Contact an Info-Tech Analyst to assist
with or to review your Capability
Assessment, and determine next steps.
31
Info-Tech Research Group
31
Anticipate your organization’s needs
Your organization will value some capabilities more than others. Do you
know what those are?
FE W E R CI OS S E E THE I MP ORTANCE OF
RE V E NUE G E NE RATI NG CAPABI LI TI E S
Helpful Information
• Corporate strategy • Departmental plans
• Business initiatives • Customer feedback
• Employee engagement surveys • …
High Importance
Medium Importance
1
11
4
13
11
25
30
35
46
43
37
34
HELPING BUILD NEW
MARKETS
CAPABILITY
BROKERING CLOUD
SERVICES
MANAGING CLOUD
SERVICES
12
28
55
Low Importance
FACILIATING NEW
PRODUCT
DEVELOPMENT
65
6
21
FACILIATING
ENTERPRISE-W IDE
INTEGRATION
1
14
TRANSFORMING
BUSINESS INFO INTO
ACTIONABLE BUSINESS
INTELLIGENCE
68
ENSURING INFO ASSETS
ARE ADEQUATELY
PROTECTED
•
importance of each capability to your organization, and
(2) the level of competence required of each capability
◦ Impact of emerging technologies
◦ Strategic goals of your organization
◦ Regulatory requirements
◦ Demand for integration
◦ Complexity of industry and markets
◦ Customer expectations (your organization’s
customers)
◦ Growth projections
◦ …
If you do not think that you can readily assess the
(anticipated) importance level or competence level to
your organization, talk to your colleagues.
NUMBER OF CIOS
• Consider the following in determining (1) the
N = 80
The majority of CIOs believe that security is the most
important future capability. While this might be important,
Info-Tech believes that CIOs need to focus more energy on
revenue generating capabilities, which will be difficult unless
operational tasks are shifted to the Cloud.
Info-Tech Research Group
32
The business needs the CIO to facilitate new product
development and identify new market opportunities
CIOs can no longer be satisfied with simply “keeping the IT lights on” – they
must demonstrate value creation for the business.
• CIOs can create value by becoming an innovator to support the business, and ensuring that technology is applied
wherever possible to create competitive advantage.
◦
◦
Due to its insights into business processes and the needs of multiple business units, IT is well positioned to facilitate
enterprise-wide innovation.
IT must lay a foundation for enterprise-wide innovation. Business units will not turn to IT if it continues to manage
problems reactively or only innovate within IT.
The CIO must prove to business executives that IT should be involved in innovation
projects and earn the mandate to be part of innovation by:
1. Working extensively with the business to roll out new products and services
• Demonstrate the tangible benefits of IT innovating with the business.
• Provide the tools to optimize new products or services through practices such as
process automation.
2. Providing the business with appropriate tools and analytics
• The right tools can significantly reduce time to production or market.
• Analytics are especially valuable for making business decisions. Having timely,
accessible, and accurate data will empower decision makers.
3. Improving the efficiency of business processes
• Reducing time or resources necessary to execute processes.
“There are no technology
projects; there are only
business projects with
technology components.”
- CIOs As Rainmakers: The
New Meme, Deconstructed,
Jonathan Feldman, Information
Week: Global CIO, December,
2012.
For more information see Info-Tech’s Institutionalize Innovation Through IT.
Info-Tech Research Group
33
The CIO must be a technology visionary and business
advisor and assist with revenue generation
CIOs must serve as the key advisor on technologies to help the business
make the right technology decisions and drive business revenue.
• Given the incredibly fast paced IT environment,
businesses need a CIO that can demonstrate value by:
◦
◦
◦
Serving as the key advisor on emerging
information technologies.
Identifying technologies that will drive more value
from the organization’s processes, products, and
services.
Increasing top-line results through new business
models and better use of data.
• By staying on top of emerging technologies, assessing
their potential impact, and helping the organization to
embrace the resulting business transformations as
smoothly as possible, the CIO can create competitive
advantage for the firm and ultimately drive business
revenue.
Generally, CIOs do not see themselves as part of
the business. CIOs need to understand that they
have to contribute to the bottom line and
particulate with the CEO to help solve business
problems. Rather than being simply part of the
internal supply-demand process, they need to
act as a supplier to the organization’s
customers.
- Tarry Singh, Managing Partner & CEO, O&I Services
• There is also the opportunity for IT to directly help
generate revenue for other departments within the
organization such as marketing, sales, and customer
service.
Info-Tech Research Group
34
Evaluate your capability to facilitate innovation
now
• To be effective at enabling innovation and helping to build new
•
•
markets, the CEIO must demonstrate competence in Technology
Leadership & Innovation.
Refer back to the Chief Enterprise Integration Officer (CEIO)
Capabilities Mapping Tool, open Tab 2 (CEIO Capability
Framework), and read the definition and competence level
descriptions for the first capability listed (Technology Leadership &
Innovation – Row 6).
Use Columns H-J to evaluate:
1. The level of importance of this capability to your organization;
2. The level of competence your organization needs from the
CEIO for this capability; and
3. The current level of competence you bring to the CEIO role.
 Technology Leadership &
Innovation
Info-Tech Research Group
35
The CIO can demonstrate value for the organization by
managing IT like a business
Progressive CIOs use sourcing alternatives and new IT management
solutions to create a self-funding model for investing in new capabilities.
• More and more companies are using alternative
methods of sourcing IT delivery to find ways for their
internal operations to be financially beneficial to the
enterprise.
• At the same time, new tools and solutions continue to
emerge, allowing CIOs to manage infrastructure
much like a utility.
• By taking costs out of infrastructure and reinvesting
the savings, CIOs can drive:
◦
◦
◦
Cost reduction.
Business enablement.
Innovation.
Development, deployment, and operation have been core to IT. With cloud, they are no longer the
core. They are support. This means that the CIO has to choose whether he/she wants to be a
“sourcing” CIO or an “investment” CIO. A “sourcing” CIO focuses on spending. An “investment” CIO
focuses on value creation – overseeing the value the company creates from all it invests its time and
money in, such as what the company is doing with IT, and what customers are doing with IT.
- Chris Potts, Corporate Strategist
Info-Tech Research Group
36
The CIO feels pressure to facilitate cloud solutions,
creating an agile environment to react quickly
Agility has become a critical capability in the modern organization. IT must
be able to quickly deliver the services required by the business.
• Given the move to cloud computing, and the new operating model mentioned in Section 1, CIOs are experiencing a
growing requirement to broker and manage the cloud services their organization is procuring – while at the same time
defining the organizational strategy for working in a cloud-based world.
• As more and more products are being purchased from external providers, IT leaders must develop their skill set in vendor
and portfolio management in order to adequately oversee the variety of external services.
• This requirement includes being responsible for managing brokered hybrid delivery and the associated quality, risk, and
cost management across the enterprise.
• If the CIO is able to efficiently look after these vendors, the part of IT that manages such SaaS services could be spun off
as a revenue-generating entity within the enterprise, thereby helping IT to create value for the organization.
Info-Tech Insight
IT organizations must eliminate barriers to scale and find ways to
build an infrastructure that can adapt and evolve rapidly. Connect
legacy systems into an infrastructure stack that can provide the
required elasticity for tablet and smartphone apps, social media
analytics, location-based services, and an array of other post-PC
tools and features.
Senior leadership needs to stay
nimble, flexible, and liquid to be able
to accommodate potential
consolidations within the IT team.
- Harald Ujc, Director of IT, George Weston
Limited
Info-Tech Research Group
37
The organization is demanding trans-enterprise
integration to drive strategic insight and business value
As more cloud services are procured, the CIO needs to ensure enterprisewide integration to achieve organizational efficiencies.
• As organizations purchase more cloud services and external applications in general, the CIO
needs to be responsible for enterprise-wide integration of those services with existing services
and with each other.
• The requirement to collect and analyze big data is perhaps the largest driver of this need.
• Organizations must be able to integrate and make use of different types of data from many
different applications, regions, and divisions internal and external to the firm to make better
business decisions.
• By ensuring integration, the CIO will be able to:
◦
◦
◦
Provide usable information.
Optimize processes across the organization to deliver efficiencies and facilitate innovation.
Drive business value.
• CIOs need to support the creation of a frame of reference against which to vet new ideas and
determine the best way to implement them so that they are consistent with the reference
architecture.
• The CEIO will facilitate enterprise integration by providing a shared point of engagement and
communication.
Info-Tech Research Group
38
Evaluate your capability to manage IT like a
business now
• In order to be effective at managing IT like a business, CEIO’s
•
•
must possess several key capabilities, as identified in the box to
the right.
Refer back to the Chief Enterprise Integration Officer (CEIO)
Capabilities Mapping Tool, open Tab 2 (CEIO Capability
Framework) and read the definition and competence level
descriptions for the second, third, fourth, and fifth capabilities listed
(Rows 7-11)
Use Columns H-J to evaluate:
1. The level of importance of this capability to your organization;
2. The level of competence your organization needs from the
CEIO for this capability; and
3. The current level of competence you bring to the CEIO role.
 Business Acumen
 Enterprise Architecture
 Investment Management
 Services Orchestration
 Technology Steward
Info-Tech Research Group
39
Whether by a trickle or a torrent, enterprise data
security leaks can bleed a business dry
CIOs are facing increasing demand to protect the organization’s greatest
asset – its information.
• Data is the lifeblood of the modern business – and security threats are
more advanced today than ever before.
• Protection applied directly to enterprise data to restrict access, control flow,
and regulate use ensures both:
◦
◦
A higher level of defense.
A higher level of security for mobile data than network security can ever
achieve.
• As CEOs and others in the organization take a greater interest in the
safety of their most valuable asset, CIOs are under increasing pressure to:
◦
◦
◦
Become experts in cyber-security and the nuances amongst different
countries.
Take charge of disaster recovery plans from a global perspective.
Meet customer demands for more physically and logically secure
environments.
• CIOs will likely find themselves in charge of both physical and information
security, since technology generally underlies physical security systems.
• All this means more attention from the board – the CIO needs to be ready
with a solid grasp of relevant security regulations, as well as information
protection technology.
Info-Tech Research Group
40
Evaluate your capability to Ensure Information
Assets are Adequately Protected now
• In order to ensure information assets are adequately protected,
•
•
the CEIO must have strong Information Protection capabilities.
Refer back to the Chief Enterprise Integration Officer (CEIO)
Capabilities Mapping Tool, open Tab 2 (CEIO Capability
Framework) and read the definition and competence level
description for Information Protection (Row 12)
Use Columns H-J to evaluate:
1. The level of importance of this capability to your organization;
2. The level of competence your organization needs from the
CEIO for this capability; and
3. The current level of competence you bring to the CEIO role.
 Information Protection
Info-Tech Research Group
41
CIOs are expected to walk alongside their business
peers and “know the business of the business”
More recently, CIOs' leadership capabilities, business acumen, and strategic
perspectives have taken precedence over technical skills.
• It is not uncommon for CIOs to be appointed from the business side of the
organization, especially if they have project management skills.
• If you do not want to be replaced by someone from the business, you need to:
◦
◦
Recognize that the technical skills you have today will likely not be
relevant in two or three years.
Develop the skills that will give you staying power.
• CIOs must focus more of their attention on business strategy, stakeholder
management, and leadership. They must:
◦
◦
◦
◦
Have an excellent understanding of the business and industry sector
they work in and the organization’s business model.
Be able to translate technology concepts into digestible business principles
that are meaningful to everyone in the organization.
Understand (from a strategic perspective) how IT can affect the
organization’s bottom line and leverage this knowledge to help form
business strategy.
Become adept at political power mapping and in using diplomacy,
influencing, and negotiation skills to develop and nurture strategic
stakeholder relationships.
Info-Tech Research Group
42
Evaluate your capability to be a business
leader now
• The CEIO must be able to speak the language of the business and
•
•
“know the business of the business.” Evaluate the key capabilities
required to get there.
Refer back to the Chief Enterprise Integration Officer (CEIO)
Capabilities Mapping Tool, open Tab 2 (CEIO Capability
Framework), and read the definition and competence level
descriptions for Business Strategy, Stakeholder Management, and
Leadership & Influence (Rows 13-15).
Use Columns H-J to evaluate:
1. The level of importance of this capability to your organization.
2. The level of competence your organization needs from the
CEIO for this capability.
3. The current level of competence you bring to the CEIO role.
 Business strategy
 Stakeholder management
 Leadership & influence
Info-Tech Research Group
43
The CIO must be able to drive business intelligence
using big data
Being able to collect, store, and interpret big data is essential for
organizations wishing to utilize real-time decision making.
• The capability to collect, store, analyze, and interpret mass
amounts of data has become a crucial, but difficult task for most
organizations wishing to use it to make real-time business
decisions.
• CIOs must establish an environment that capitalizes on the vast
array of data available to their organizations, including both familiar
structured data and unstructured data that will be flooding the
enterprise, such as:
◦
◦
Information generated by social media interactions.
Sensor data.
• The operational activities of the organization, its performance and
profitability, and its long-term prospects will depend increasingly on
the data, information, and business insights that the CIO can
provide.
• It is up to the CIO to create an enterprise-wide business
intelligence strategy to meet these expectations.
The future CIO will need to drive business and business understanding. To do so, they must have a
greater understanding of how to influence business process through the adoption of advanced IT
systems and infrastructure to support trends like big data.
- Garry Ridler, Director, Spatial Management Services Pty Ltd
Info-Tech Research Group
44
Evaluate your capability to drive business
insights through big data
• The CEIO must be able to collect, store, and interpret big data to
•
•
help drive business insights. Evaluate your data stewardship and
business capabilities to see how you stack up.
Refer back to the Chief Enterprise Integration Officer (CEIO)
Capabilities Mapping Tool, open Tab 2 (CEIO Capability
Framework), and read the definition and competence level
description for Data Stewardship (Row 16).
Use Columns H-J to evaluate:
1. The level of importance of this capability to your organization.
2. The level of competence your organization needs from the
CEIO for this capability.
3. The current level of competence you bring to the CEIO role.
 Data Stewardship &
Business Intelligence
You have now reached the end of the CEIO Capability Assessment Tool.
Info-Tech Research Group
45
Interpreting your results from the CEIO Capabilities
Assessment
Prioritize your capability development by examining the size of your
competency gap and the importance to your organization.
Use this
column to
determine
which
capabilities
should be
addressed
first.
Your
competency
gap is
determined
by taking the
difference
between your
required and
your current
competency
level.
The capabilities and level of competency
required by your organization will change over
time. Perform this capabilities assessment biannually to ensure that you are addressing all
capabilities required by your organization.
Your importance score is
determined based on the level
of importance to your
organization you assigned.
Info-Tech Research Group
46
Info-Tech Assisted Implementation: Making the case
for the CEIO
Prior to the IAI:
During the IAI:
IAI Value & Outcome:
1. Complete the CEIO Capability
Assessment Tool to the best of
your ability.
Info-Tech Consulting Analyst will
discuss with you:
At the conclusion of the IAI, you will
have:
•
•
Validated Capability Assessment
results.
•
Personalized prioritization of
development of capabilities.
•
Next steps to close your
competency gaps.
•
Scheduled next Info-Tech Assisted
Implementation for Stakeholder
Power Map.
2. Define personal prioritization of
capability development.
•
Assessing competency levels for
various capabilities and determining
your organization’s needs.
Determining your personal
prioritization of development of
capabilities.
•
Any issues or concerns with the
Capability Assessment you might
have.
•
Next steps for closing competency
gaps (use the Stakeholder Power
Map to determine key relationships
that must be developed for your
success).
Implementation Point.
An analysis of your current capabilities is an essential step that cannot be skipped. CIOs who fail to
address competency gaps will not be taken seriously by other executives and will eventually be relegated
to the Chief Support Officer.
Arrange a call now by emailing AssistedImplementation@InfoTech.com
Info-Tech Research Group
47
Evaluating stakeholder relationships
What’s in this Section:
• The importance of stakeholder management.
• Evaluate your stakeholder relationships and
determine who you need on your side.
Sections:
Making the case for the CEIO
Assessing the capability
implications
Evaluating stakeholder
relationships
Understanding the role of the
CEIO
Awakening the CEIO within
yourself
Info-Tech Research Group
48
Keep your friends close and your frenemies closer
CIOs continue to neglect relationships that have the most potential to
threaten their relevance or build their reputation.
• The CIO and the CFO have typically been close because the
origins of IT were in Finance, and in many organizations, IT
remains there.
• CIOs have increasingly realized the importance of the CEO
to their career – and as CEO’s expectations of the CIO
increase, this relationship is key for the CIO.
• An Info-Tech survey found that most CIOs believe that the
most important relationships over the next three to five years
are with the Finance and Operations executives.
• But in a world where technologies are challenging the
traditional domain of the CIO, the executive relationships
that CIOs truly need are the ones that most often
threaten their very existence, for example, the CMO.
• Relationships with those areas that generate revenue –
marketing, sales, business development, and customer
service – will be critical to the CIO’s success.
• Indeed, partnering with the CMO in light of the role’s growing
technology focus is a natural fit.
• But if IT is already behind marketing in technology
innovation, you will have to prove your worth with other
functions first to demonstrate that you have the capability for
innovation.
CIOs remain focused on traditional relationships
at the expense of those that are more strategic.
INTERNAL
STAKEHOLDER
AVERAGE
RANKING OF
IMPORTANCE
OPERATIONS
1
FINANCE
2
MARKETING
3
SALES
4
RISK
5
HR
6
(1 – most
important, 6 –
least important)
CIOs should be
focusing more
on marketing
and sales
relationships.
Source: Info-Tech Survey; N=64
Areas like marketing and risk management require
a much stronger relationship. Marketing has now
evolved far beyond a commercial, or a campaign,
or a slogan, or an icon. It is now is about
understanding behavior in real time, and not only
predicting the turn that the consumer makes, but in
fact, making the turn.
- Frank Neugebauer, CIO, United Educators
Info-Tech Research Group
49
Identify stakeholders that will stand to lose or win as a result
of your success or failure
Knowing and understanding your stakeholders is the essential first step in
managing them.
• A stakeholder is anyone that could or should have an
interest in what you are trying to achieve – that stands to
lose or win as a result of your success or failure.
• They are worthy of serious consideration because they will
have the power either to benefit or block your progress.
• Stakeholders are both external or internal to the
organization:
◦
◦
External, e.g. vendors, colleagues, coaches and
mentors, the regulatory community, analysts, and
customers.
If you do not really understand what people
are suffering with and what kinds of
challenges they’re facing on the business
side, you will have a really hard time
showing value because it is too easy for the
business to go elsewhere. IT has to show
them that they have value and that they care
about them more than any vendor ever
could.
- Frank Neugebauer, CIO, United Educators
Internal includes your boss, peers, and staff.
• Stakeholders will vary enormously by the purpose of the
initiative for which they are being evaluated.
• But if you do not recognize the differences, you can spend
needless energy:
◦
◦
Focusing on managing those that are less critical.
Ignoring crucial influences that could either hinder or
assist your success.
• Make the time to evaluate stakeholders as a basis for
preparing a strategy to manage them to your advantage.
Info-Tech Research Group
50
Exercise: Evaluate the importance and support
necessary from various stakeholders
Use Info-Tech’s CEIO Stakeholder Power Map Template to help visualize the
importance of key stakeholders and assess your relationship with them.
1. Evaluate each stakeholder in terms of power/influence, impact, and
current level of support.
• Power/Influence: How much power/influence does the stakeholder have
over your position in the organization?
• Impact: How will your actions affect this stakeholder?
• Support: How strong is this stakeholder’s support for you?
2. Map each stakeholder to an area on the Stakeholder Power Map template
(slide 4) based upon the level of his or her power/influence (Low to High),
and support for you (Low to High). Use the colour of the circle to distinguish
the affect on stakeholders.
3. Ask yourself whether the level of support from stakeholders needs to change
to ensure your success.
• Draw a dotted circle to show where that stakeholder needs to be located
(increased support), and an arrow with a dotted line to signify the needed
change.
• Some stakeholders might have influence over others. Draw an arrow from
one stakeholder to another to signify this relationship.
Info-Tech Assisted Implementation: Contact an Info-Tech
Analyst to assist with stakeholder evaluation, to review your
template and to assess the implications for your results.
Engage the stakeholders that
are impacted most and have
the power/influence to
impede or facilitate your
success.
Info-Tech Research Group
51
Info-Tech Assisted Implementation: Assessing the
Implications
Prior to the IAI:
During the IAI:
IAI Value & Outcome:
1. Identify relevant stakeholders to be
included in your Power Map
Template.
Info-Tech Consulting Analyst will
discuss with you:
At the conclusion of the IAI, you will
have:
•
Ensuring all relevant stakeholders
are featured on the map.
•
Validated Stakeholder Power Map
•
•
Determining placement of any
outstanding stakeholders.
Next steps for engaging with key
stakeholders
•
•
Assisting with any uncertainties in
terms of stakeholder placement.
Scheduled next Info-Tech Assisted
Implementation for Stakeholder
Management Strategy
•
Any issues or concerns with the
Power Map Template you might
have.
•
Interpreting your results and
developing next steps (Stakeholder
Management Strategy).
2. Complete the Stakeholder Power
Map Template.
3. Evaluate, based on your completed
template, which stakeholders are
key to your success.
Implementation Point.
Reinventing the CIO as the CEIO cannot take place in a vacuum. Determine the key people you must
engage with to ensure your success and your future at the organization.
Arrange a call now by emailing AssistedImplementation@InfoTech.com
Info-Tech Research Group
52
Case Study: Sanford School
Small IT departments will require more flexibility from their
CIOs more quickly thanks to the cloud.
Industry: Education
Segment: Elementary and Secondary
Source: Rob Short, Director of Technology, Sanford School
Situation
Action
Results
As the head of a three-person IT
shop in the education sector, Rob
has a distinct need to be quick on
his feet in terms of building his
capabilities. As his users are techsavvy students, he has to embrace
cloud services and social media
more readily for their use.
Instead of hosting only on-site, Rob
has begun using Google Drive for
the students’ storage needs while
catering to the needs of educators
and administrators with secure onsite storage. He has also launched
a number of other Google-based
services (Apps for Education,
Docs, Gmail, Chrome) to create an
integrated service for his user
base.
Rob has built his reputation as a
user-friendly forward thinker by
instituting a wide range of easy-touse cloud solutions while still
maintaining his reputation with the
other stakeholders in the
organization.
Info-Tech Research Group
53
Understanding the role of the CEIO
What’s in this Section:
• New accountabilities.
• New capabilities.
• The CEIO job description.
Sections:
Making the case for the CEIO
Assessing the capability
implications
Evaluating stakeholder
relationships
Understanding the role of the
CEIO
Awakening the CEIO within
yourself
Info-Tech Research Group
54
The focus of the classic CIO was on technology – the focus of
the CEIO is on business strategy and business innovation
The CEIO has new accountabilities that place greater relative emphasis on
enabling the expansion of the business compared with IT operations.
Old CIO
IT Enables
the
Expansion
of the
Business
• Develop IT strategy.
• Directs the planning and
implementation of
enterprise IT systems in
support of business
operations.
IT
Optimizes
Business
Processes
• Automate business
processes.
• Leadership of the
technology architecture.
IT
Supports
the
Business
• Keep the lights on.
• Deliver IT solutions.
• Provide IT security for
information collected
and stored.
New CEIO
•
•
•
•
Develop business strategy.
Drive business transformation.
Enable business innovation.
Raise awareness and knowledge of
emerging technologies.
• Leadership of the enterprise
architecture.
• Drive business insights using big
data to optimize business
processes.
• Keep the business running.
• Deliver IT solutions.
• Establish enterprise-wide security
programs (both physical and IT) with
continuous monitoring.
Info-Tech Research Group
55
The classic CIO required extensive technology capabilities,
while the new CEIO needs more business capabilities
To address the CEIO’s new accountabilities, greater emphasis must be
placed on business-savvy capabilities.
Old CIO
New CEIO
• IT Strategy
• Technology Knowledge
•
•
•
•
IT
Optimizes
Business
Processes
•
•
•
•
• Business Acumen
• Data Stewardship (including
analytical models)
• Enterprise Architecture
• Investment Management
• Services Orchestration
IT
Supports
the
Business
• Information Security
• Technology Stewardship
• Technical Skills
IT Enables
the
Expansion
of the
Business
Data Management
Enterprise Architecture
Design & Build
Project Management
Business Strategy
Technology Leadership & Innovation
Leadership & Influence
Stakeholder Engagement &
Management
• Information Security
• Technology Stewardship
Info-Tech Research Group
56
The Chief Enterprise Integration Officer role combines the 11
capabilities discussed previously
Demands
Business
Acumen
Manage IT Like a Business
Services
Orchestration
Investment
Management
Be a Business Leader
Drive Business Insights
through Big Data
Technology
Stewardship
Enterprise
Architecture
Facilitate Innovation
Ensure Information Assets
are Adequately Protected
There has been a recent push for new
roles such as the Chief Data Officer or
Chief Digital Officer. While I wouldn’t be
so strong as to rule it out, there is a huge
danger in fragmenting the senior
technology role, that one role will deal
with strategy and the other will just keep
the lights on. Those things are coupled,
they have to go hand-in-hand.
Business
Strategy
Chief
Enterprise
Integration
Officer
Information
Protection
Stakeholder
Engagement
&
Management
Technology
Leadership
& Innovation
Leadership
& Influence
Data
Stewardship
& Business
Intelligence
- Peter Kretzman, Senior Technology Consultant
Info-Tech Research Group
57
Use Info-Tech’s CEIO job description to better understand
how this role will manifest itself in the organization
Summary of CEIO Job Description:
Capitalizing on his/her knowledge about the business
environment, the firm’s customers, markets,
products/services and competitors, as well as his/her
expertise in technology, the CEIO is expected to:
• Provide vision and insight into the development of the
business strategy.
• Demonstrate leadership and expertise for business
technology initiatives.
• Ensure trans-enterprise integration of business
processes, technology solutions, data, customer
experience, etc. to drive competitive capability,
innovation, and new revenue.
The CEIO is also expected to keep the business running by
ensuring the integrity of all technology systems and
solutions, whether owned and operated by the firm or
supplied by third parties.
The individual will report to the CEO and is an essential
member of the executive team. As such, he/she will have
close and regular contact with senior management peers to
develop and review strategies and initiatives.
The individual will exploit technology as a critical aspect of
the customer, client, and employee value proposition within
the context of risk and benefits.
Download Info-Tech’s Chief Enterprise
Integration Officer Job Description.
Info-Tech Research Group
58
Don’t forget about technical skills
A CIO whose technical skills are inadequate for his or her job will be a risk to
the health of the company.
• With the increased focus on driving strategy and being a
•
business leader, it is easy to lose sight of the technical skills
necessary to be a CEIO.
But, today’s IT leader has to deal with an IT infrastructure
that includes not only the classic enterprise systems and
networks, but also:
◦
◦
◦
•
•
•
•
Future CIOs will need strong technical skills,
as well as strong business skills. They will
need the ability to influence strategic
planning for the whole organization, and
not just IT. They will need leadership skills,
balanced with strong managerial skills.
Digital consumer technologies of all sorts.
Sensors used in all kinds of smart solutions.
Digital voice and video communications.
Indeed, in the future every core process in the value
chain will depend on IT to a great extent.
With increasing penetration of IT, IT will no longer merely
have a supporting function – it will itself become part of, and
will optimize, the core business processes.
IT leaders must understand technology solutions well
enough to communicate their benefits and risks to the
organization, envision a quicker path to success, and be
taken seriously by their IT staff.
Most IT people want to work for someone who understands
their daily work, what it really takes to get a job done, and
appreciates the challenges inherent in the work.
- Mounir Mounir, Project Manager, York Region
District School Board
Info-Tech Research Group
59
Awakening the CEIO within yourself
What’s in this Section:
• Create your Stakeholder Management Strategy.
• Create your Personal Development Plan.
• Create your Balanced Scorecard.
Sections:
Making the case for the CEIO
Assessing the capability
implications
Evaluating stakeholder
relationships
Understanding the role of the
CEIO
Awakening the CEIO within
yourself
Info-Tech Research Group
60
Capitalize on key relationships to help position you for success
A more senior role is more political in nature, making the need to win friends
and influence people far more important.
• The number one thing the CIO needs to do to become the
CEIO and position him/herself for success as a member of the
executive team – build and foster stronger relationships with
key stakeholders.
• By now you have divided your stakeholders into quadrants, and
further into detractors and supporters.
• You have considered the likely impact of your actions on them and
the degree of support you need.
• Now you must consider each one individually to determine how you
will engage with them to help position you for success.
• Let’s take an example: the head of sales has high power/influence,
will not be affected negatively by your actions, and is a supporter:
◦
◦
◦
◦
◦
Invite him/her to engage with you in a possible project to test a
cloud-based customer relationship management tool.
Take the lead to investigate possible solutions, and bring them to
the table for discussion.
Build the business case and make the recommendation.
Manage the change.
Create a success story for the head of sales to communicate to
other executives.
Info-Tech Research Group
61
Exercise: Create your Stakeholder Management
Strategy
Develop a strategy to build relationships with key stakeholders identified in
Info-Tech’s Power Map Template.
The purpose of Info-Tech’s CEIO Stakeholder Management Strategy
Template is to document the results of the Power Mapping exercise,
create a plan to proactively manage stakeholders, and track actions
taken. Use this in concert with Info-Tech’s Power Map Template to
help you visualize the importance of stakeholders and stakeholder
groups to your success.
• Identify key pieces of information such as:
◦
◦
◦
◦
Level of power/influence.
Impact of your actions on the stakeholder.
Level of stakeholder support.
Actions taken.
What you will need
• Prior to completing the CEIO Stakeholder Management
Strategy Template, complete the CEIO Stakeholder Power
Map Template to assess the key stakeholders.
Info-Tech Assisted Implementation: Contact an
Info-Tech Analyst review your template and
suggest tactics for relationship development.
Info-Tech Research Group
62
Info-Tech Assisted Implementation: Stakeholder
Management Strategy
Prior to the IAI:
During the IAI:
IAI Value & Outcome:
1. Complete the Stakeholder Power
Map Template and have it validated
through an IAI.
Info-Tech Consulting Analyst will
discuss with you:
At the conclusion of the IAI, you will
have:
•
•
Validated Stakeholder Management
Strategy.
•
Next steps and guidelines for
tracking your success.
•
Scheduled next Info-Tech Assisted
Implementation for Personal
Development Plan.
2. Complete, based on your Power
Map results, the Stakeholder
Management Strategy Template.
•
Ensuring all relevant stakeholders
are featured in the Stakeholder
Management Strategy.
Auditing your completed template
and assisting with filling in any
gaps.
•
Any issues or concerns with the
Stakeholder Management Template
you might have.
•
Advice on exactly how to build and
develop those key relationships –
especially with your frenemies.
•
Tracking your progress and next
steps.
Implementation Point. Your Stakeholder Management Strategy will encompass:
•
•
•
•
Level of power/influence.
Impact of your actions on the stakeholder.
Level of stakeholder support.
Capability of Involvement.
• Actions taken.
• Results.
Arrange a call now by emailing AssistedImplementation@InfoTech.com
Info-Tech Research Group
63
Case Study: 1-800-GOTJUNK?
Your connections outside of your organization will help you
set goals and targets, and might be what puts you over the
top in terms of skill and insight.
Industry: Service
Segment: Moving/Storage
Source: Andy Parkins, VP, Business Technology, 1-800-GOTJUNK?
Situation
Action
Results
Andy Parkins, VP, Business
technology of 1-800-GOTJUNK?,
needed to ensure that he was
achieving all that he could as VP.
Setting personal goals based on
internal factors and expectations is
important, but he needed to ensure
that he was maximizing his value
to the organization.
Andy has built a strong network of
contacts outside of the
organization, from vendors to
fellow CIOs, so that he can gauge
his performance based against
others with a similar organizational
function.
By maintaining his network, and
engaging in continuous learning,
Andy continues to improve his
performance and provide real
business value to the organization,
instead of stagnating into a support
role.
Info-Tech Research Group
64
Take control of your professional development
Your professional development is not the responsibility of anyone but you –
only you.
Be a leader. Show the organization that you
• A Personal Development Plan (PDP) documents the goals and
competency gaps, and identifies the actions and activities that
will be undertaken to address the competency gaps.
• Even if you normally create a PDP as part of a company
process, it is a smart idea to create one of your own – a private
PDP – one in which you identify and take action on developing
the competencies needed to achieve your true long-term career
goals.
• If you do not have an external coach or mentor, Info-Tech
recommends that you find one that will help you in formulating
your goals and actions.
are working toward the future by learning
how emerging technologies can be leveraged
by the company. Be a consultant. Capture
and comprehend the requirements and needs
of the business, both current and future, and
translate the benefits that an emerging
technology may deliver to meet those needs.
This way you will be out in front of the
business instead of being led around by it.
- Grant Nadell, Managing Director, DynTek
Services Inc.
• A PDP is a living document– it should be reviewed and revised
regularly as new opportunities present themselves and goals
change.
• A PDP is never complete – learning is a lifelong process and
your PDP evolves as you grow in your career.
• One of your key goals will be to establish trust and credibility by
building up a solid track record.
Stop talking about IT budgets and projects, and start talking about overall performance of the business and
how you can influence it.
Info-Tech Research Group
65
Explore a variety of activities to address your competency gaps
Mix it up with coaching, reading, training, volunteering, and networking to
create a holistic and stimulating PDP.
Capability
Technology
Leadership &
Innovation
Actions/Activities to Address Competency Gaps
 Forbes/Christensen diagnostic test (see How Innovative Leaders Maintain Their Edge and Innovator's
DNA Skill Assessments).
 Participation in dialogs with other innovators (possibly facilitated by Info-Tech).
 Readings on innovation (e.g. The Innovator's DNA).
 Training on innovation (e.g. Innovation Master Class, Executive Program in Leadership: The Effective Use
of Power).
 Conferences on innovation (e.g. Unleashing Innovation).
Business
Acumen
 Take a business acumen course: Business Acumen Development, Acumen Learning, What the CEO
Wants You to Know: Building Business Acumen .
 Here’s a good article from Chief Learning Office on building business acumen: Building Better Business
Acumen.
 Ask the CEO to put you in charge of a small business unit so that you can develop the well-rounded
skillset necessary to be a better.
Info-Tech Research Group
66
Explore a variety of activities to address your competency
gaps, continued
Capability
Actions/Activities to Address Competency Gaps
Enterprise
Architecture
 Take a course (e.g. Course description: IBM Enterprise Architecture Boot Camp - 10 days).
 Membership/participation in EA organizations (e.g. International Enterprise Architecture Institute, The
Open Group).
 Read good articles and blogs like these: How Enterprise Architecture Raises IT's Game, Enterprise
Architecture -- The Missing Ingredient for CIO Success?.
Investment
Management
 Take a course in finance for non-financial executives: e.g. Finance and Accounting for the Nonfinancial
Executive.
 Training in APM: APM120 – Application Portfolio Management 9.14 Essentials.
 Engage a consulting firm to do an APM exercise.
 Read interesting articles like this: The Value Chain for Enterprise Investment.
Solutions
Facilitation
 Attend vendor conferences.
 Review research on vendors and their products.
 Engage Info-Tech to do a workshop for your team on vendor selection and management.
Technology
Stewardship
Information
Security
 Read articles about COBIT and ITIL.
 Keep up-to-date by reading Info-Tech’s solutions sets and other research, for example: Information
security and risk management guides for CIOs
 Security changes all the time, so best to follow some blogs: Top 20 Security Blogs
Info-Tech Research Group
67
Explore a variety of activities to address your competency
gaps, continued
Capability
Actions/Activities to Address Competency Gaps
Information
Security
 Keep up-to-date by reading Info-Tech’s solutions sets and other research, e.g., Information security and
risk management guides for CIOs.
 Follow blogs, e.g. Top 20 Security Blogs.
 Take a course, e.g. Information Security: CIE Course Module 5.
Business
Strategy







As mentioned previously, ask the CEO to let you run a small business unit.
Volunteer for the board of a charitable organization.
Get your MBA or take an executive development course through a university.
Take training: IT Alignment: CIE Course Module 3.
Pay attention to what’s going on around you in executive meetings.
Volunteer to do assignments above and beyond IT (e.g. due diligence on acquisitions).
Read widely on the subject (e.g. subscribe to HBR, The Economist, Forbes).
Stakeholder
 Take a course in executive politics: Executive Corporate Politics: CIE Course Module 1 or stakeholder
Engagement &
management: Advanced Stakeholder Management .
Management  Read blogs and other articles (e.g. Stakeholder Management's Blog).
 Book a stakeholder management workshop with Info-Tech for you and your team.
Leadership &
Influence
 Read books from leadership and change gurus such as John Adair, Warren Bennis, Peter Drucker, Daniel
Goleman, Robert Kegan and Lisa Lahey.
 Engage an executive coach.
 Read academic studies like this one: Lessons from an Information Technology.
Data
Stewardship
 Have a look at the Data Governance Institute and The Data Manager’s Public Library.
 Book a workshop on data stewardship with Info-Tech or an AIS call.
Info-Tech Research Group
68
Case Study: United Educators
“Plug into the subculture of creative technology. If you are not plugged into
social media, you are missing the quintessential source of information. The
very best, most richly textured information is either Facebook or Twitter. This
is where the changes are occurring.”
Industry: Finance
Segment: Insurance
Source: Frank Neugebauer, CIO, United Educators
Situation
As CIO of a growing insurance
firm, Frank’s mandate is not just to
be a technology expert, but to be
on the vanguard of the technology
space.
Mistake
Traditional news media outlets
were insufficient to keep up with
the latest and greatest technology
news developments. Frank had to
learn to employ and scan social
media for news on potential new
solutions.
Results
Frank no longer needs to lean on
“trusted” media sources, as he is
able to quickly and efficiently
observe the technology landscape
and build the knowledge he
requires to keep his finger on the
pulse of the tech world.
Info-Tech Research Group
69
Identify an innovative, strategic initiative to generate revenue
(for example) that will showcase your value to the organization
One of your key goals will be to establish trust and credibility by building up
a solid track record.
• Approach one of the business unit leads (check your Power Map to
identify a supporter with power/influence) with an idea that will help to
generate revenue, reduce costs, or engage customers more effectively,
etc.
• Prepare yourself first:
◦
◦
◦
◦
Make sure that you know the goals of the business unit.
Conduct research on technology solutions that could help to drive that
business unit to achieve its goals.
Do a “quick and dirty” cost-benefit analysis.
Prepare a presentation.
• Sample initiatives include:
◦
◦
◦
◦
◦
A cloud solution that will reduce costs or provide new capability for HR.
A data analytics model that will use social media data to drive business
decisions for Marketing.
A collaboration tool to connect people across the enterprise who are
linked through a particular business process to generate ideas to
resolve issues and generate efficiencies.
Selling digital information about your products/services to your industry.
Creating a subscription service for a product or service.
The CIO has to be the master
juggler, leader and strategist, all
the while worrying about how to
make it all run. The CIO has to be
all of that role. The CIO has to
leverage business relationships so
that IT is no longer just a silo of
technology. The CIO has to work
with peers constantly to
understand the risk tolerance of
business for certain solutions so
things are not done in a vacuum.
- Peter Kretzman, Senior Technology
Consultant
Refer to Info-Tech’s Project
Request Form Template for
issuing a request for project
proposal.
Info-Tech Research Group
70
Case Study: OFS Optics
Subvert your business’s expectations by getting ahead of
them.
Industry: Manufacturing
Segment: Fiber Optics
Source: Joel Gray, CIO, OFS Optics
Situation
As CIO, Joel realized that he
needed a way to get more involved
in the business. He couldn’t just
assume that IT had a seat at the
executive table – he needed a way
to demonstrate the value of an
engaged CIO.
Solution
Results
Joel began to insert himself more
regularly into business meetings to
get a better sense of the business
needs, and purchased iPads for
key business users, showing them
how the tablets could be effective
tools in their day-to-day work.
Joel has demonstrated advancedlevel CIO skills to enhance
business functions and is an even
more valuable member of the
executive team. The business has
been given a new tool that will help
them on the field and provide them
the opportunity to make their jobs
more efficient.
Info-Tech Research Group
71
Exercise: Create your Personal Development Plan
Use Info-Tech’s CEIO Personal Development Plan template to determine key
steps to closing competency gaps.
• The Personal Development Plan is used to map specific
activities and time frames towards competency development,
with the goal of addressing competency gaps and moving
your role forward.
• If you have a coach or mentor, you should share your plan
and report progress to that person. Alternatively, call Info-Tech
to speak with a Principal Consulting Analyst for support and
advice.
• To use this template, simply fill in the blanks with the
appropriate information. Be sure to delete all introductory and
explanatory text in dark grey before finalizing the document.
What you will need
• Use this template with Info-Tech’s Chief Enterprise
Integration Officer (CEIO) Capabilities Mapping Tool to
determine and prioritize competency gaps.
• In addition, refer to your CEIO Stakeholder Management
Strategy Template.
Info-Tech Assisted Implementation: Contact an
Info-Tech Analyst to review your PDP, suggest
additional insights, or fill in any gaps. Then, check
in regularly to discuss progress and next steps.
Info-Tech Research Group
72
Info-Tech Assisted Implementation: CEIO Personal
Development Plan
Prior to the IAI:
During the IAI:
IAI Value & Outcome:
1. Complete Info-Tech’s CEIO
Capability Assessment Tool.
Info-Tech Consulting Analyst will
discuss with you:
At the conclusion of the IAI, you will
have:
2. Have your competency gaps
validated through the Capability
Assessment IAI.
•
•
Validated CEIO Personal
Development Plan.
•
3. Complete a draft version of your
CEIO Personal Development Plan
(PDP).
•
Advice for putting the plan into
action.
•
Scheduled next Info-Tech Assisted
Implementation for CEIO
Capabilities Scorecard.
Ensuring all competency gaps are
featured in the Personal
Development Plan.
Auditing your completed PDP,
assisting with filling in any gaps,
ensuring all goals and objectives
are realistic.
•
Any issues or concerns with the
CEIO PDP you might have.
•
Advice and next steps as you being
to move forward with your plan.
Implementation Point. Your CEIO Personal Development Plan will encompass:
•
•
•
•
Career target.
Time to reach target.
Outline of competency gaps and their size.
Career progression challenges.
• Action plan highlighting development activity, timeline for
completion and measurement of achievement.
• 100-day plan to demonstrate results quickly.
Arrange a call now by emailing AssistedImplementation@InfoTech.com
Info-Tech Research Group
73
Measure your progress and success to keep you focused on
your goal
The CEIO Capabilities Scorecard will help you to focus on what matters to
your personal development.
• The Scorecard is a strategic planning and management systems used to align business activities to the strategy of the
organization by monitoring performance against strategic goals.
• Scorecards help you:
◦
◦
◦
◦
Focus on the drivers
that are key to your
goals.
Align your day-to-day
activities to your goals.
Measure what matters
to your success.
Perspective
A dimension of
your personal
development
strategy.
Prioritize initiatives.
• Scorecard methodology breaks broad goals
Objective
Factor
The definition of
success for the
The strategic
particular
areas that will
Perspective.
be the focus of
success.
Key Performance Indicators
Benchmark or
Target
The metric by
which
performance will The target value
for a measure.
be tracked.
down successively:
◦
◦
◦
◦
From Perspectives to Objectives.
From Objectives to Factors.
From Factors to Key Performance
Indicators.
From Key Performance Indicators to
Benchmarks or Targets.
Info-Tech Research Group
74
Exercise: Create your CEIO Capabilities Scorecard
The CEIO Capabilities Scorecard will help you measure your progress.
1. Ensure you have all the necessary information on hand to create your
personal capabilities scorecard.
What you will need
2. Define the four Perspectives for your balanced scorecard.
3. Identify objectives for each Perspective. These will drive the Factors that
you will measure.
4. Define Key Performance Indicators (KPI) for each Factor.
5. Identify Benchmarks or Targets for each KPI.
Info-Tech Assisted Implementation: Contact an InfoTech Analyst to review your Perspectives, KPIs, and
targets, suggest additional insights, or fill in any gaps.
• Your CEIO Personal Development Plan.
• Your Stakeholder Management
Strategy.
• Information relating to measures and
benchmarks or targets.
Go to Info-Tech’s Chief
Enterprise Integration
Officer Capabilities
Scorecard Template.
Make sure you define both leading and lagging KPIs. Leading KPIs suggest trends, and provide the
opportunity to address issues before they become critical. Lagging KPIs report an issue after it has
occurred. For example, an Employee Engagement survey is a leading indicator. Employee turnover is a
lagging indicator.
Info-Tech Research Group
75
Follow Info-Tech’s example to create your CEIO Capabilities
Scorecard
Info-Tech identified the following perspectives: Stakeholder Relationships,
Capability Development, Strategy, and Leadership.
Perspective
Capability
Development
Objective
Close all personal
competency gaps
Factor
Key Performance Indicator
Build capability within Personal competency
Gap
IT
Benchmark or Target
PDP Progress
IT
Capability
Build organizational
Staff Performance
capability
Coaching/ mentoring
See PDP
Create and staff new
70% of IT staff meet
role to lead support
performance targets
organization
20% of IT staff exceed
Number of coachees/ performance targets
mentees within IT and
Hire for head of
outside IT
This example
support organization
demonstrates the build-out
Hours coaching/
by December 1, 2013
for the Capability
mentoring
Two coachees within
Development perspective.
IT and two outside IT
Two hours per week
spent coaching/
mentoring
Info-Tech Research Group
76
CEIO Capabilities Scorecard (Sample)
Tailor Info-Tech’s CEIO Capabilities Scorecard to create a dashboard to
measure your personal success.
External
Stakeholders
Internal
Stakeholders
Talent
Management
IT
Management
Stakeholder
Relationships
Personal
Competency Gap
Capability
Development
CEIO
Performance:
Vision and
Strategy
Leadership
Strategy
IT Staff
Development
Coaching/
Mentoring
• Define the
Perspectives
• Identify Objectives for
each Perspective
Identify the Factors that
you will measure for
each Perspective.
Innovation
Info-Tech Insight
Governance
Value
Business Goal
Orientation
The Perspectives are interdependent. Improvement in
all areas is required for
success.
Info-Tech Research Group
77
Perspective: Capability Development (sample)
Define KPIs for each
Factor.
Factor
CEIO Competency Gap
IT Staff Development
Coaching/ Mentoring
Identify Benchmarks or
Targets for each KPI.
Key Performance Indicators
Benchmark or Target
PDP Progress
See PDP
Staff Performance
70% of IT staff meet performance targets
20% of IT staff exceed performance targets
Create and staff new role to lead support
organization
Hire for head of support organization by
December 1, 2013
Two coachees within IT and two outside IT
Two coachees within IT and two outside IT
Hours coaching/ mentoring
Two hours per week spent coaching/
mentoring
Info-Tech Research Group
78
Perspective: Stakeholder relationships (sample)
Factor
Key Performance Indicators
Value of stakeholder relationships
External stakeholder
relationships
Assisted in closing a competency gap
See Stakeholder Management Strategy
Value of stakeholder relationships
Internal stakeholder
relationships
Benchmark or Target
Assisted in closing a competency gap
See Stakeholder Management Strategy
Info-Tech Research Group
79
Perspective: Strategy (sample)
Factor
Innovation
Value
Business Goal Orientation
Key Performance Indicators
Benchmark or Target
Number of proposed initiatives proposed by
IT that are accepted by the business
Three per annum
Percent revenue growth generated by new
initiatives
5%
Cost savings generated by new initiatives
15%
Percent of IT-enabled business initiatives
that map to strategic business goals
100%
Input into business strategy
Advise on development of corporate strategy
Input into departmental plan
Advise on development of departmental
plans
Info-Tech Research Group
80
Perspective: Leadership (sample)
Factor
Governance
Talent Management
IT Management
Key Performance Indicators
Benchmark or Target
Satisfaction with Governance structure
Agreement from all participants that structure
is effective
Number of major internal control breaches
Zero
Time to agree on investment decisions
Better than past performance
Employee engagement
Better than past performance
Percent of top performers retained
90%
Budget
Achieve budget objectives
Percent of time devoted to managing
operational IT issues
Reduce by 50% of existing
Percent of IT systems and applications that
are owner operated
Reduce by 20% of existing
Info-Tech Research Group
81
Info-Tech Assisted Implementation: CEIO Capability
Scorecard
Prior to the IAI:
During the IAI:
IAI Value & Outcome:
1. Complete Info-Tech’s CEIO
Capability Assessment Tool.
Info-Tech Consulting Analyst will
discuss with you:
At the conclusion of the IAI, you will
have:
2. Complete Info-Tech’s Stakeholder
Management Strategy Template.
•
Ensuring your perspectives,
factors, and KPIs represent your
personal development goals.
•
Validated CEIO Capability
Scorecard.
•
Advice for tracking progress.
•
Auditing your completed Scorecard,
assisting with filling in any gaps,
ensuring all goals and objectives
are realistic.
•
Scheduled next Info-Tech Assisted
Implementation for bi-monthly
touch point throughout your
transformation.
•
Any issues or concerns with the
Scorecard you might have.
•
Next steps as you being to move
forward with your plan to becoming
the CEIO.
3. Complete the CEIO Personal
Development Plan (PDP) and have
it validated through an IAI.
4. Complete a draft version of your
CEIO Capability Scorecard.
Implementation Point.
This isn’t a project that can be done overnight. Schedule regular check-ins with an Info-Tech Advisor to
discuss your progress, gain advice on key challenges and determine critical next steps. Info-Tech
recommends a check-in bi-monthly.
Arrange a call now by emailing AssistedImplementation@InfoTech.com
Info-Tech Research Group
82
Conclusion
Prepare for the new demands on the CIO.
• These demands are creating an imperative for the CIO to address his/her capabilities and reinvent the role as the Chief
Enterprise Integration Officer, or face being relegated to the Chief Technology Support Officer role.
This requires CIOs to undertake an assessment of what their organizations need and how well they
are positioned to address those needs.
• Assess your organization’s requirements for the new capabilities discussed within.
• Assess your personal competency level for the capabilities.
CIOs are not putting the necessary priority on relationships within the organization that are key to
their future.
• CIOs are focusing on the COO and the CFO as their most important relationships rather than fostering needed
relationships with revenue-generating department heads such as marketing and sales executives.
• CIOs must develop a strategy to develop the relationships they need to be successful – to ensure they are building
reputation and delivering value.
CIOs must create a plan to address any competency gaps that will stand in their way of becoming
their organizations’ CEIO.
◦
◦
◦
Short-term (100 day plan which would include identifying a pilot project).
Mid-term (three to nine months).
Long-term (greater than nine months).
CEIOs must commit to their success by tracking their progress towards their goals.
• Using a scorecard approach, the CEIO can take a measured approach with clear KPIs to track his or her success in
addressing the competency gaps.
Info-Tech Research Group
83
Bibliography
•
•
•
•
•
•
2013 Survey of the State of the CIO. CIO Magazine, January 2013.
•
•
•
•
•
•
•
•
•
•
Gupta, A. Taking The CIO-CEO Relationship To The Next Level. Seclore, January 15, 2013
Connolly, B. How the CIO came to be. CIO New Zealand, January 25, 2013.
The DNA of the CIO: Opening the Door to the C-Suite. Ernst & Young, 2012.
Engelbert, K. Will CIOs Vanish Into The Cloud? Forbes: CIO Network, April 18, 2012.
Feldman, J. CIOs As Rainmakers: The New Meme, Deconstructed. Information Week: Global CIO, December 6, 2012.
Gonzalez, P., et al., IT Stereotyping and the CEO-CIO Headlock. Thirty Third International Conference on Information
Systems, Orlando 2012
Hinssen, P. Will the real CIO please stand up? LinkedIn, March 7, 2013.
HP Enterprise 20/20: Volume 1 – Chapter 1 CIO 20/20.
Kretzman, P. IT Consumerization, the Cloud and the Alleged Death of the CIO. Wired, March 16, 2012.
Lai, E. Your CMO May Be Your New CIO (And What That Means For Enterprise Mobility). ZDNet, October 25, 2012.
Melymuka, K. Evolution of the IT Leader. Computerworld, September 30, 2012.
Nash, K. More CIOs Are Gaining Stature As Business Strategists. CIO.com, January , 2013.
Potts, C. The FruITion Papers. Dominic Barrow Services Limited, 2007-2008.
Saha, A. What CEOs Expect From Enterprise Technology in 2013. CIO.com, January 16, 2013
The VP of electricity did not disappear because electricity disappeared. watch-the-wave.com, January, 2011.
Info-Tech Research Group
84
Assess Your Readiness to Address the
Demands of the Future and Chart a Course to
Personal and Professional Success
A Half-day Introductory Workshop
Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice.
Info-Tech’s products and services combine actionable insight and relevant advice with
ready-to-use tools and templates that cover the full spectrum of IT concerns.
© 1997-2013 Info-Tech Research Group Inc.
Info-Tech Research Group
85
Session Structure
Timing
Activity / Exercise
1:00 PM to 1:20 PM
Activity #1 – Introduction & Objectives
1:20 PM to 2:00 PM
Activity #2 – Overview of Drivers, Demands, Capabilities
2:00 PM to 2:30 PM
Activity #3 – Capability Assessment Exercise
2:30 PM to 2:45 PM
Activity #4 – Stakeholder Power Map Exercise
2:45 PM to 3:00 PM
Activity #5 – Stakeholder Management Strategy Exercise
3:00 PM to 3:15 PM
Break
3:15 PM to 4:00 PM
Activity #6– Personal Development Plan Exercise
4:00 PM to 4:45 PM
Activity #7 – Capability Scorecard Exercise
4:45 PM to 5:00 PM
Activity #8 – Next Steps & Planning
Info-Tech Research Group
86
Introduction & Objectives
• Understand the key requirements of the CIO role.
• Undertake a personal development plan to address competency gaps.
Info-Tech Research Group
87
The focus of the project is on helping the IT executive set a
course to becoming the Chief Enterprise Integration Officer
Become the Chief
Enterprise
Integration Officer
Appreciate the
environment for
change
Identify the
five drivers
demanding
change
Discuss the
five demands
on the CIO
Assess your
capabilities and
stakeholder
relationships
Determine
your high
priority
capability gaps
Identify the
most
important
stakeholders
Build your
personal
transformation
plan
Design your
CEIO Personal
Development
Plan
Develop a
scorecard to
track your
progress
Info-Tech Research Group
88
Info-Tech is just a phone call away
Info-Tech Assisted Implementation: Our analysts will guide you to successful
project completion.
1. Arrange to speak with a Consulting Analyst. Apply our research
advice to your specific organizational needs.
2. Complete a critical project stage with a Consulting Analyst.
Collaborate with the Analyst as you work through a project step,
complete a Tool or Template, interpret results, and plan next steps.
3. Compare your results with those of others. Benefit from lessons
learned. Consulting Analysts will review completed deliverables and
experiences of other clients and share what they learned.
This bell signifies when you’ve reached an IAI point!
Info-Tech Research Group
89
Info-Tech identified five main drivers that lead to five
demands on the CIO and require eleven capabilities
Five Key Drivers
1• Cloud
Five Demands on the
CEIO
11 Capabilities
Required
2• CEO’s Expectations
1• Facilitate Innovation
2• Manage IT like a Business
1• Technology Leadership &
3• Consumerization &
3• Ensure Information Assets
2•
Democratization
4• Rise of the CMO and other
CXO roles
5• Need for Enterprise Wide
Integration
are Adequately Protected
4• Be a Business Leader
5• Drive Business Insights
through Big Data
4•
5•
3•
6•
7•
8•
9•
10•
11•
Innovation
Technology Stewardship
Investment Management
Services Orchestration
Business Acumen
Enterprise Architecture
Information Protection
Business Strategy
Stakeholder Engagement
& Management
Leadership & Influence
Data Stewardship &
Business Intelligence
Info-Tech Research Group
90
To determine what is needed from tomorrow’s CIO, Info-Tech
examined the drivers for change
1. Cloud
2. CEO’s
Expectations
3.
Consumerization
&
Democratization
5. Need for
Enterprise-wide
Integration
4. Rise of the
CMO and other
CXO roles
Info-Tech Research Group
91
The drivers for change are placing demands on CIOs to reinvent themselves as the Chief Enterprise Integration Officer
Ensure Information
Assets are
Adequately
Protected
Facilitate
Innovation
Drive Business
Insights through
Big Data
Manage IT like a
Business
Be a Business
Leader
Info-Tech Research Group
92
The Chief Enterprise Integration Officer role combines 11
capabilities needed to address these demands
Business
Acumen
Investment
Management
Services
Orchestration
Demands
Manage IT Like a Business
Technology
Stewardship
Be a Business Leader
Drive Business Insights
through Big Data
Ensure Information Assets
are Adequately Protected
Facilitate Innovation
Business
Strategy
Enterprise
Architecture
Chief
Enterprise
Integration
Officer
Technology
Leadership
& Innovation
Stakeholder
Engagement
&
Management
Information
Protection
Leadership
& Influence
Data
Stewardship
& Business
Intelligence
Info-Tech Research Group
93
Exercise: Compare your competency level for each
capability with that required by your organization
Use Info-Tech’s Chief Enterprise Integration Officer (CEIO) Capabilities
Mapping Tool to determine and prioritize your competency gaps.
Use the drop down boxes on Tab 2 to indicate:
1. The importance of each capability to your
organization (Column H).
2. The competency level required by your
organization (Column I).
3. Your personal competency level (Column J).
The tool will calculate the gap between the
required competency level and your current
competency level, and prioritize gaps based on the
importance of that capability to your organization.
To see your competency gaps go to Tab 3:
1. Compare the gap between required and
personal competency level for each capability.
2. Use the Importance Score to prioritize
capability development.
Info-Tech Research Group
94
Identify stakeholders that will stand to lose or win as a result
of your success or failure
Knowing and understanding your stakeholders is the essential first step in
managing them.
• What is a stakeholder? Anyone who…
◦ Could or should have an interest in what you are trying to achieve.
◦ Stands to lose or win as a result of your success or failure.
◦ Stakeholders can be both external or internal to the organization.
• Why do we care about stakeholders?
◦ Because they will have the power either to benefit or block your progress.
• Aren’t my stakeholders for this project the same as those for all my other
projects?
◦ Stakeholders will vary by the purpose of the initiative for which they are being
evaluated.
◦ If you do not recognize the differences, you can spend needless energy:
– Focusing on managing those that are less critical.
– Ignoring crucial influences that could either hinder or assist your success.
Info-Tech Research Group
95
Exercise: Evaluate the importance and support
necessary from various stakeholders
Use Info-Tech’s CEIO Stakeholder Power Map Template to help visualize the
importance of key stakeholders and assess your relationship with them.
1. Evaluate each stakeholder in terms of
power/influence, impact, and current level of
support.
2. Map each stakeholder to the Stakeholder Power
Map template based upon the level of:
• His or her power/influence (Low to High).
• His or her support for you (Low to High).
3. Colour the circle to distinguish your likely affect on
the stakeholder.
4. Indicate whether the level of support from any
stakeholder needs to change to ensure your
success.
Engage the stakeholders that
are impacted most and have
the power/influence to
impede or facilitate your
success.
Info-Tech Research Group
96
Exercise: Create your Stakeholder Management
Strategy
Develop a strategy to build relationships with key stakeholders identified in
Info-Tech’s Power Map Template.
The purpose of the CEIO Stakeholder
Management Strategy Template is to:
• Document the results of the Power Mapping
exercise
• Create a plan to proactively manage
stakeholders and track actions taken.
What you will need:
Prior to completing the Stakeholder
Management Strategy Template, complete the
Power Map Template to assess the key
stakeholders.
Info-Tech Research Group
97
Take control of your professional development
Your professional development is not the responsibility of anyone but you –
only you.
• A Personal Development Plan (PDP)
◦ Documents the goals and competency gaps.
◦ Identifies the actions and activities that will be undertaken to address the
•
•
competency gaps.
It is a living document– it should be reviewed and revised regularly as new
opportunities present themselves and goals change.
It is never complete – learning is a lifelong process and your PDP evolves as you
grow in your career.
Stop talking about IT budgets and projects, and start talking about overall
performance of the business and how you can influence it.
Info-Tech Research Group
98
Exercise: Create your Personal Development Plan
Use Info-Tech’s CEIO Personal Development Plan template to determine key
steps to closing competency gaps
• The PDP is used to map specific activities
and time frames with the goal of addressing
competency gaps and moving your role
forward.
• To use this template, simply fill in the blanks
with the appropriate information.
• Delete all introductory and explanatory text
in dark grey before finalizing the document.
What you will need
• Use this Template with Info-Tech’s CEIO Capability
Assessment Tool to determine and prioritize competency
gaps.
• In addition, refer to your Stakeholder Management
Strategy.
• Refer to this table for recommendations to address your
gaps.
Info-Tech Research Group
99
Measure your progress and success to keep you focused on
your goal
The CEIO Capabilities Scorecard will help you to focus on what matters most
to your personal development.
Perspective
Objective
A dimension of
your personal
The definition
development
of success for
strategy.
the particular
Perspective.
Factor
Key Performance Indicators
The strategic
Benchmark or
areas that will
be the focus of The metric by Target
which
success.
The target
performance
will be tracked. value for a
measure.
Info-Tech Research Group
100
Exercise: Create your CEIO Capabilities Scorecard
The CEIO Capabilities Scorecard will help you measure your progress.
1. Ensure you have all the necessary information on
hand to create your personal capabilities
scorecard.
2. Define the four Perspectives for your balanced
scorecard.
3. Identify Objectives for each Perspective.
4. Identify the Factors that you will measure for each
Perspective.
5. Define Key Performance Indicators (KPIs) for
each Factor.
What you will need
• Your CEIO Personal
Development Plan.
• Your Stakeholder
Management Strategy.
• Information relating to
measures and benchmarks
or targets.
6. Identify Benchmarks or Targets for each KPI.
Make sure you define both leading and lagging KPIs. Leading KPIs suggest trends,
and provide the opportunity to address issues before they become critical. Lagging
KPIs report an issue after it has occurred. For example, an Employee Engagement
survey is a leading indicator. Employee turnover is a lagging indicator.
Info-Tech Research Group
101
Info-Tech is ready to assist throughout this project
Recommended Info-Tech Assisted Implementations
Activity
Timeline
IAI Date
Capability Assessment: Assist with capability assessment, determine
personal prioritization, and discuss how to leverage results into a personalized
action plan.
April 12, 2013
April 16, 2013
Stakeholder Power Map Template: Aid in performing an accurate
stakeholder evaluation, review your completed template, and assess the
implications of your Stakeholder Power Map results.
April 19, 2013
April 23, 2013
Stakeholder Management Strategy: Assist with completion of Info-Tech’s
Stakeholder Management Template, review your completed template, and
suggest strategies for developing/managing relationships.
April 19, 2013
April 23, 2013
Personal Development Plan: Review your Personal Development Plan,
suggest additional insights, and fill in any gaps. Check in regularly with an
analyst to discuss progress and next steps.
April 26, 2013
April 30, 2013
CEIO Capability Scorecard: Aid in reviewing your Perspectives, KPIs and
Targets, suggest additional insights, and fill in any gaps. Check in regularly
with an analyst to discuss progress and next steps.
May 3, 2013
May 7, 2013
100-Day Plan Assessment: Bi-weekly touch point to assess progress and
discuss challenges.
Bi-weekly
Every 2 weeks from May
21, 2013 to Sept 3, 2013
Quarterly PDP Progress: Quarterly touch point to assess progress and
validate scorecard results.
Quarterly
July 30, 2013
October 29, 2013
January 28, 2014
April 29, 2014
Info-Tech Research Group
102
Feedback
• What worked well?
• What can we do better?
Info-Tech Research Group
103