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CIO: Build a Personal Development Plan to Become Chief Enterprise Integration OfficerYour role is at a crossroads. Reinvent yourself now or risk becoming head of technology support.
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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.
Introduction
CIOs/IT executives who are seeking guidance 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.
Develop the capabilities that will enable you to 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.
This Research Is Designed For: This Research Will Help You To:
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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.
Become the Chief Enterprise
Integration Officer
Appreciate the key drivers for the CEIO role
Assess your CEIO
capabilities and stakeholder
relationships
Build your transformation
action plan
Understand how the CIO
role has evolved
Identify the five drivers demanding
change
Determine your high
priority capability gaps
Identify the most important
stakeholders
Design your CEIO Personal Development
Plan
Develop a scorecard to
track your progress
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
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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.
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It is no longer about aligning with the business – it is about driving innovation and integration throughout the enterprise.
The fundamental model for IT is being forced to change
The cloud is commonplace.
Managers are procuring their own
IT services and solutions without involvement of IT.
Many older IT systems are
expensive and inflexible.
Mobile devices are ubiquitous – PCs are
becoming less relevant.
Enterprise systems can be purchased as a
service.
The digitization of everything has resulted in an
enormous volume of data.
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Faced with a barrage of new technologies and increasing demands by the CEO, the CIO must adopt a new set of capabilities.
The CIO’s position is weakening
• 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.
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The pessimists believe that the CIO role will become redundant and may cease to exist – at least in its current form and shape.
The VP of electricity did not disappear because electricity disappeared
• It has been said that, at the turn of the 20 th 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
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.. end up as Chief Technology Support Officer (CTSO) (not that there’s anything wrong with that).
The CIO has to reinvent the role as Chief Enterprise Integration Officer or…
• 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.
The CEIO will be the common thread that weaves the various fabrics of data, business processes, and technology together across the enterprise.
Firms will always need a chief integrator
• 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
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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 CEIO will drive integration throughout the enterprise
• 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.
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Use the pathfinder below to address specific questions about becoming the CEIO
Question Importance or Answer Slide
What factors are driving the need for the CIO to change?
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
What demands do these drivers place on the CIO? What new capabilities are needed to address these demands?
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
How do I awaken the CEIO within me?
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
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Info-Tech identified five main drivers that lead to five demands on the CEIO and require eleven capabilities
5 Key Drivers
• Cloud• CEO’s Expectations• Consumerization &
Democratization • Rise of the CMO and other
CXO roles• Need for Enterprise-Wide
Integration
5 Demands on the CEIO
• Facilitate Innovation• Manage IT like a Business• Ensure Information Assets
are Adequately Protected• Be a Business Leader• Drive Business Insights
through Big Data
11 Capabilities Required
• Technology Leadership & Innovation
• Technology Stewardship• Investment Management• Services Orchestration• Business Acumen• Enterprise Architecture• Information Protection• Business Strategy• Stakeholder Engagement
& Management• Leadership & Influence• Data Stewardship &
Business Intelligence
4
3
2
1
5
1
2
3
4
5
1
2
3
45
6
78
9
11
10
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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.
This bell signifies when you’ve reached an IAI point!
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.
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Info-Tech is ready to assist throughout this project
Section 2: Making the case for the Chief Enterprise Integration Officer
Section 3: Assessing the Implications
Section 5: Understanding the role of the Chief Enterprise Integration Officer
Section 5: Awakening the CEIO within yourself
Capability Assessment: Assist with capability assessment, determine personal prioritization, and discuss how to leverage results into a personalized action plan.
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.
Stakeholder Management Strategy: Assist with completion of Info-Tech’s Stakeholder Management Template, review your completed template, and suggest strategies for developing/managing relationships.
Recommended Info-Tech Assisted Implementations
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.
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
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What’s in this Section: Sections:
Making the case for the CEIO
• 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.
Making the case for the CEIO
Assessing the capability implications
Evaluating stakeholder relationships
Understanding the role of the CEIO
Awakening the CEIO within yourself
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The CIO role is quite confusing compared with the CEO or CFO.
Despite the fact that the CIO role is poorly defined in many instances, it has persisted
• 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.
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Era ’65 to ‘75 ’75 to ‘85 ’85 to ‘95 ’95 to ‘13Role Electronic Data
Mandate Automate manual functions, especially finance and transaction processing
Data quality Cost savings
Provide information systems to management
Extend footprint to end-user computing
Improve productivity in business units
Introduce data management
End-to-end solutions (ERP)
Stabilize IT operations Introduce governance Introduce email/file
sharing/office functions
Contain legacy costs Manage exploding
demand Introduce customer-
facing technology (ecomm)
Introduce new methods (OO, agile, offshore, manage BYOD)
Key Challenges
Finding qualified staff Inventing IT processes
Managing technical risk Organizational change
management
Managing business risk Organizational change
management Governance
Containing IT costs IT productivity Recruiting staff
Key Competencies
Technical Technical Technology Business Process
IT Strategy Program Management Technology Leadership
Reporting Relationship
CFO CFO COO COO or CEO
Whether supporting finance or operations, the CIO role has customarily been perceived as a cost center
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But the times they are a-changin’ (as the song says): understand the five main drivers of change for the CIO role
2. CEO’s Expectations
3. Consumerization
& Democratization
5. Need for Enterprise-wide
Integration
1. Cloud
Look for this diagram at the top of each page to keep track of which driver is being discussed.
To determine what is needed from tomorrow’s CIO, Info-Tech examined the drivers for change.
4. Rise of the CMO and other CXO roles
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Info-Tech has identified the cloud as the major driver for IT organizational change
• 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.
• 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.
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
All parts of the in-house IT organization will be affected.
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Get ahead of the cloud curve to avoid obsolescence
• 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.
• Info-Tech has identified a new operating model best suited to support your cloud-enabled organization – Enable-Integrate-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.
New Model: Enable—Integrate—Manage
EnableIntegrated Strategy
Service Management Strategy
Enterprise Architecture
Security & Risk Plan
Budget
IT Organizational Plan
IntegrateProject Management
Service Integration Management
Organizational Change Management
ManageService Delivery
Management
Security & Risk Management
Financial Management
Data Management
The cloud will reshape the way you do business. Plan for your organization’s adoption of the cloud before it is too late.
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CIOs must be forward-thinking to address the expectations of CEOs
• 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 tech-savvy, 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.
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.
• CEO Priorities: Revenue Growth, Customer Satisfaction, Talent Management
• 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.
CEO Priorities vs. CIO Priorities:
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
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Overcome IT’s perception as nerdy, non-aggressive, and boring to gain credibility with the executive
Adapted from:IT Stereotyping and the CEO-CIO Headlock, Paola Gonzalez, et al., Thirty-Third International Conference on Information Systems, Orlando 2012
3 2 1 0 1 2 3
Trendy Nerdy
Aggressive Non-aggressive
Interesting Boring
Expressive Inexpressive
Imaginative Dull
Powerful Powerless
Active Passive
Leader Follower
Dynamic Static
Creative Imitative
Insensitive Sensitive
Pragmatic Conceptual
Impersonal Personal
Initiate Change React to Change
Focus on Details “Big Picture”
Risk Adverse Risk Seeking
Future Oriented Past Oriented
Logical Intuitive
Specialist Generalist
Follow the Rules Break the Rules
Task Oriented People Oriented
Rational Emotional
IT
Finance
Marketing
• 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 is perceived as more boring than Finance!
Marketing and Finance are the powerhouses.
Risk adversity is the only characteristic in which IT stands out.
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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.”
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There are three levels of IT maturity: firefighter, trusted operator, and innovator.
Get your house in order before taking on the strategy challenge
• 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.
• 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.
Use the cloud to shift operational tasks out of the firm and prioritize initiatives that matter to your CEO
IT Enables the
Expansion of the Business
IT Optimizes Business
Processes
IT Supports the Business
IT Enables the Expansion of the Business
IT Optimizes Business
Processes
IT Supports the Business
Technology-Focused CIO Business-Focused CIO
What CEOs want from the CIO:
Relative Focus
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Consumerization and democratization have wrestled control of IT decision-making away from CIOs
• 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.
Users can procure the services they need themselves from various SaaS offerings in the cloud or outsourced vendors.
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.
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The walls are closing in: the responsibilities of the CIO are eroding as other roles gain importanceThe 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
Demand for integration is emerging as a key factor influencing IT
• 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 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.
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.
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
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What’s in this Section: Sections:
Assessing the capability implications
Making the case for the CEIO
Assessing the capability implications
Evaluating stakeholder relationships
Understanding the role of the CEIO
Awakening the CEIO within yourself
• 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.
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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.
Facilitate Innovation
Manage IT like a Business
Ensure Information Assets
are Adequately Protected
Be a Business Leader
Drive Business Insights through
Big Data
• 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.
Info-Tech Research Group 31
• 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.
Exercise: Measure your competence for each capability to compare yourself with your organization’s needs
31
Use Info-Tech’s Chief Enterprise Integration Officer (CEIO) Capabilities Mapping Tool to determine and prioritize your competency gaps.
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.
• Consider the following in determining (1) the importance of each capability to your organization, and (2) the level of competence required of each capability
• If you do not think that you can readily assess the (anticipated) importance level or competence level to your organization, talk to your colleagues.
Your organization will value some capabilities more than others. Do you know what those are?
• Corporate strategy • Departmental plans
• Business initiatives • Customer feedback
• Employee engagement surveys • …
Helpful InformationThe 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.
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High Importance Medium Importance Low Importance
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Nu
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Info-Tech Research Group 33
For more information see Info-Tech’s Institutionalize Innovation Through IT.
CIOs can no longer be satisfied with simply “keeping the IT lights on” – they must demonstrate value creation for the business.
The business needs the CIO to facilitate new product development and identify new market opportunities
• 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.
“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.
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.
CIOs must serve as the key advisor on technologies to help the business make the right technology decisions and drive business revenue.
The CIO must be a technology visionary and business advisor and assist with revenue generation
• 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.
• 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.
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.
Evaluate your capability to facilitate innovation now
Technology Leadership & Innovation
• 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.
Progressive CIOs use sourcing alternatives and new IT management solutions to create a self-funding model for investing in new capabilities.
The CIO can demonstrate value for the organization by managing IT like a business
• 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 37
Agility has become a critical capability in the modern organization. IT must be able to quickly deliver the services required by the business.
The CIO feels pressure to facilitate cloud solutions, creating an agile environment to react quickly
• 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.
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
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.
Info-Tech Insight
Info-Tech Research Group 38
As more cloud services are procured, the CIO needs to ensure enterprise-wide integration to achieve organizational efficiencies.
The organization is demanding trans-enterprise integration to drive strategic insight and business value
• 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 39
Evaluate your capability to manage IT like a business now
Business Acumen
Enterprise Architecture
Investment Management
Services Orchestration
Technology Steward
• 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.
CIOs are facing increasing demand to protect the organization’s greatest asset – its information.
Whether by a trickle or a torrent, enterprise data security leaks can bleed a business dry
• 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 41
Evaluate your capability to Ensure Information Assets are Adequately Protected now
Information Protection
• 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.
More recently, CIOs' leadership capabilities, business acumen, and strategic perspectives have taken precedence over technical skills.
CIOs are expected to walk alongside their business peers and “know the business of the business”
• 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 43
Evaluate your capability to be a business leader now
Business strategy
Stakeholder management
Leadership & influence
• 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.
Being able to collect, store, and interpret big data is essential for organizations wishing to utilize real-time decision making.
The CIO must be able to drive business intelligence using big data
• 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.
Evaluate your capability to drive business insights through big data
Data Stewardship & Business Intelligence
• 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.
You have now reached the end of the CEIO Capability Assessment Tool.
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.
Your competency gap is determined by taking the difference between your required and your current competency level.
Use this column to determine which capabilities should be addressed first.
Your importance score is determined based on the level of importance to your organization you assigned.
The capabilities and level of competency required by your organization will change over time. Perform this capabilities assessment bi-annually to ensure that you are addressing all capabilities required by your organization.
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Info-Tech Assisted Implementation: Making the case for the CEIO
1. Complete the CEIO Capability Assessment Tool to the best of your ability.
2. Define personal prioritization of capability development.
During the IAI:
Info-Tech Consulting Analyst will discuss with you:
• 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).
IAI Value & Outcome:
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.
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.
Implementation Point.
Info-Tech Research Group 48
What’s in this Section: Sections:
Evaluating stakeholder relationships
Making the case for the CEIO
Assessing the capability implications
Evaluating stakeholder relationships
Understanding the role of the CEIO
Awakening the CEIO within yourself
• The importance of stakeholder management.
• Evaluate your stakeholder relationships and determine who you need on your side.
Info-Tech Research Group 49
CIOs continue to neglect relationships that have the most potential to threaten their relevance or build their reputation.
Keep your friends close and your frenemies closer
• 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.
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
INTERNAL STAKEHOLDER
AVERAGE RANKING OF IMPORTANCE
OPERATIONS 1
FINANCE 2
MARKETING 3
SALES 4
RISK 5
HR 6
CIOs remain focused on traditional relationships at the expense of those that are more strategic.
(1 – most important, 6 –
least important)
Source: Info-Tech Survey; N=64
CIOs should be focusing more on marketing and sales relationships.
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Knowing and understanding your stakeholders is the essential first step in managing them.
Identify stakeholders that will stand to lose or win as a result of your success or failure
• 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.
◦ 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.
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
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Use Info-Tech’s CEIO Stakeholder Power Map Template to help visualize the importance of key stakeholders and assess your relationship with them.
Exercise: Evaluate the importance and support necessary from various stakeholders
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.
1. Identify relevant stakeholders to be included in your Power Map Template.
2. Complete the Stakeholder Power Map Template.
3. Evaluate, based on your completed template, which stakeholders are key to your success.
During the IAI:
Info-Tech Consulting Analyst will discuss with you:
• Ensuring all relevant stakeholders are featured on the map.
• Determining placement of any outstanding stakeholders.
• Assisting with any uncertainties in terms of stakeholder placement.
• Any issues or concerns with the Power Map Template you might have.
• Interpreting your results and developing next steps (Stakeholder Management Strategy).
IAI Value & Outcome:
At the conclusion of the IAI, you will have:
• Validated Stakeholder Power Map
• Next steps for engaging with key stakeholders
• Scheduled next Info-Tech Assisted Implementation for Stakeholder Management Strategy
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.
Implementation Point.
Info-Tech Research Group 53
Small IT departments will require more flexibility from their CIOs more quickly thanks to the cloud.
Case Study: Sanford School
Industry:Segment:
Source:
EducationElementary and SecondaryRob Short, Director of Technology, Sanford School
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 tech-savvy students, he has to embrace cloud services and social media more readily for their use.
Situation
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 on-site 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.
Action
Rob has built his reputation as a user-friendly forward thinker by instituting a wide range of easy-to-use cloud solutions while still maintaining his reputation with the other stakeholders in the organization.
Results
Info-Tech Research Group 54
What’s in this Section: Sections:
Understanding the role of the CEIO
• New accountabilities.
• New capabilities.
• The CEIO job description.
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 55
The focus of the classic CIO was on technology – the focus of the CEIO is on business strategy and business innovation
Old CIO New CEIO
IT Enables the Expansion of the Business
• Develop IT strategy.• Directs the planning and
implementation of enterprise IT systems in support of business operations.
• Develop business strategy.• Drive business transformation.• Enable business innovation.• Raise awareness and knowledge of
emerging technologies.
IT Optimizes Business Processes
• Automate business processes.
• Leadership of the technology architecture.
• Leadership of the enterprise architecture.
• Drive business insights using big data to optimize business processes.
IT Supports the Business
• Keep the lights on.• Deliver IT solutions.• Provide IT security for
information collected and stored.
• Keep the business running.• Deliver IT solutions.• Establish enterprise-wide security
programs (both physical and IT) with continuous monitoring.
The CEIO has new accountabilities that place greater relative emphasis on enabling the expansion of the business compared with IT operations.
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The classic CIO required extensive technology capabilities, while the new CEIO needs more business capabilitiesTo address the CEIO’s new accountabilities, greater emphasis must be placed on business-savvy capabilities.
• Information Security• Technology Stewardship• Technical Skills
• Information Security• Technology Stewardship
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Chief Enterprise Integration
Officer
Business Acumen
Investment Management
Enterprise Architecture
Information Protection
Technology Leadership
& Innovation
Data Stewardship & Business Intelligence
Leadership & Influence
Stakeholder Engagement
& Management
Business Strategy
Technology Stewardship
Services Orchestration
The Chief Enterprise Integration Officer role combines the 11 capabilities discussed previously
Manage IT Like a Business
Be a Business Leader
Drive Business Insights through Big Data
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.
- Peter Kretzman, Senior Technology Consultant
Demands
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Use Info-Tech’s CEIO job description to better understand how this role will manifest itself in the organization
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.
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:
◦ 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.
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.
- Mounir Mounir, Project Manager, York Region District School Board
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What’s in this Section: Sections:
Awakening the CEIO within yourself
• Create your Stakeholder Management Strategy.
• Create your Personal Development Plan.
• Create your Balanced Scorecard.
Making the case for the CEIO
Assessing the capability implications
Evaluating stakeholder relationships
Understanding the role of the CEIO
Awakening the CEIO within yourself
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A more senior role is more political in nature, making the need to win friends and influence people far more important.
Capitalize on key relationships to help position you for success
• 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.
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Exercise: Create your Stakeholder Management Strategy
• Prior to completing the CEIO Stakeholder Management Strategy Template, complete the CEIO Stakeholder Power Map Template to assess the key stakeholders.
What you will need
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.
Info-Tech Assisted Implementation: Contact an Info-Tech Analyst review your template and suggest tactics for relationship development.
1. Complete the Stakeholder Power Map Template and have it validated through an IAI.
2. Complete, based on your Power Map results, the Stakeholder Management Strategy Template.
During the IAI:
Info-Tech Consulting Analyst will discuss with you:
• 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.
IAI Value & Outcome:
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.
• Level of power/influence.• Impact of your actions on the stakeholder.• Level of stakeholder support.• Capability of Involvement.
• Actions taken.• Results.
Implementation Point. Your Stakeholder Management Strategy will encompass:
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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.
Case Study: 1-800-GOTJUNK?
Industry:Segment:
Source:
ServiceMoving/StorageAndy Parkins, VP, Business Technology, 1-800-GOTJUNK?
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.
Situation
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.
Action
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.
Results
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Your professional development is not the responsibility of anyone but you – only you.
Take control of your professional development
• 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.
• 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.
Be a leader. Show the organization that you 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.
Stop talking about IT budgets and projects, and start talking about overall performance of the business and how you can influence it.
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Mix it up with coaching, reading, training, volunteering, and networking to create a holistic and stimulating PDP.
Explore a variety of activities to address your competency gaps
Capability Actions/Activities to Address Competency Gaps
Technology Leadership & Innovation
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.
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 Read articles about COBIT and ITIL.
Information Security
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
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 Engagement & Management
Take a course in executive politics: Executive Corporate Politics: CIE Course Module 1 or stakeholder management: Advanced Stakeholder 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.
“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.”
Case Study: United Educators
Industry:Segment:
Source:
FinanceInsuranceFrank Neugebauer, CIO, United Educators
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.
Situation
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.
Mistake
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.
Results
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One of your key goals will be to establish trust and credibility by building up a solid track record.
Identify an innovative, strategic initiative to generate revenue (for example) that will showcase your value to the organization
• 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.
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.
Situation
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.
Solution
Joel has demonstrated advanced-level 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.
Results
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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.
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.
• 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.
2. Have your competency gaps validated through the Capability Assessment IAI.
3. Complete a draft version of your CEIO Personal Development Plan (PDP).
During the IAI:
Info-Tech Consulting Analyst will discuss with you:
• 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.
IAI Value & Outcome:
At the conclusion of the IAI, you will have:
• Validated CEIO Personal Development Plan.
• Advice for putting the plan into action.
• Scheduled next Info-Tech Assisted Implementation for CEIO Capabilities Scorecard.
• 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.
Implementation Point. Your CEIO Personal Development Plan will encompass:
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The CEIO Capabilities Scorecard will help you to focus on what matters to your personal development.
Measure your progress and success to keep you focused on your goal
• 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.
Perspective
A dimension of your personal development strategy.
Objective
The definition of success for the particular Perspective.
Factor
The strategic areas that will be the focus of success.
Key Performance Indicators
The metric by which performance will be tracked.
Benchmark or Target
The target value for a measure.
• 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.
◦ Prioritize initiatives.
• Scorecard methodology breaks broad goals down successively:
◦ From Perspectives to Objectives.
◦ From Objectives to Factors.
◦ From Factors to Key Performance Indicators.
◦ From Key Performance Indicators to Benchmarks or Targets.
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Exercise: Create your CEIO Capabilities Scorecard
• Your CEIO Personal Development Plan.
• Your Stakeholder Management Strategy.
• Information relating to measures and benchmarks or targets.
What you will need
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. 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.
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 Assisted Implementation: Contact an Info-Tech Analyst to review your Perspectives, KPIs, and targets, suggest additional insights, or fill in any gaps.
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.
During the IAI:
Info-Tech Consulting Analyst will discuss with you:
• Ensuring your perspectives, factors, and KPIs represent your personal development goals.
• Auditing your completed Scorecard, assisting with filling in any gaps, ensuring all goals and objectives are realistic.
• 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.
IAI Value & Outcome:
At the conclusion of the IAI, you will have:
• Validated CEIO Capability Scorecard.
• Advice for tracking progress.
• Scheduled next Info-Tech Assisted Implementation for bi-monthly touch point throughout your transformation.
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.
Implementation Point.
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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.
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Bibliography
• 2013 Survey of the State of the CIO. CIO Magazine, January 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
• Gupta, A. Taking The CIO-CEO Relationship To The Next Level. Seclore, January 15, 2013
• Hinssen, P. Will the real CIO please stand up? LinkedIn, March 7, 2013.
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
4:45 PM to 5:00 PM Activity #8 – Next Steps & Planning
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Introduction & Objectives
• Understand the key requirements of the CIO role.
• Undertake a personal development plan to address competency gaps.
Info-Tech Research Group 88
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
Assess your capabilities and
stakeholder relationships
Build your personal
transformation plan
Identify the five drivers demanding
change
Discuss the five demands on the CIO
Determine your high
priority capability gaps
Identify the most important
stakeholders
Design your CEIO Personal Development
Plan
Develop a scorecard to
track your progress
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Info-Tech is just a phone call away
Info-Tech Assisted Implementation: Our analysts will guide you to successful project completion.
This bell signifies when you’ve reached an IAI point!
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.
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Info-Tech identified five main drivers that lead to five demands on the CIO and require eleven capabilities
Five Key Drivers
• Cloud• CEO’s Expectations• Consumerization &
Democratization • Rise of the CMO and other
CXO roles• Need for Enterprise Wide
Integration
Five Demands on the CEIO
• Facilitate Innovation• Manage IT like a Business• Ensure Information Assets
are Adequately Protected• Be a Business Leader• Drive Business Insights
through Big Data
11 Capabilities Required
• Technology Leadership & Innovation
• Technology Stewardship• Investment Management• Services Orchestration• Business Acumen• Enterprise Architecture• Information Protection• Business Strategy• Stakeholder Engagement
& Management• Leadership & Influence• Data Stewardship &
Business Intelligence
4
3
2
1
5
1
2
3
4
5
1
2
3
45
6
78
9
11
10
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To determine what is needed from tomorrow’s CIO, Info-Tech examined the drivers for change
2. CEO’s Expectations
3. Consumerization
& Democratization
5. Need for Enterprise-wide
Integration
1. Cloud
4. Rise of the CMO and other
CXO roles
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The drivers for change are placing demands on CIOs to re-invent themselves as the Chief Enterprise Integration Officer
Ensure Information Assets are Adequately Protected
Manage IT like a Business
Be a Business Leader
Drive Business Insights through
Big Data
Facilitate Innovation
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Chief Enterprise Integration
Officer
Business Acumen
Investment Management
Enterprise Architecture
Technology Leadership &
Innovation
Information ProtectionData Stewardship
& Business Intelligence
Leadership & Influence
Stakeholder Engagement & Management
Business Strategy
Technology Stewardship
Services Orchestration
The Chief Enterprise Integration Officer role combines 11 capabilities needed to address these demands
Manage IT Like a Business
Be a Business Leader
Drive Business Insights through Big Data
Facilitate Innovation
Ensure Information Assets are Adequately Protected
Demands
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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 3:4. Compare the gap between required and
personal competency level for each capability. 5. Use the Importance Score to prioritize
capability development.
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.
Knowing and understanding your stakeholders is the essential first step in managing them.
Identify stakeholders that will stand to lose or win as a result of your success or failure
• 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.
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Use Info-Tech’s CEIO Stakeholder Power Map Template to help visualize the importance of key stakeholders and assess your relationship with them.
Exercise: Evaluate the importance and support necessary from various stakeholders
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.
The CEIO Capabilities Scorecard will help you to focus on what matters most to your personal development.
Measure your progress and success to keep you focused on your goal
Perspective
A dimension of your personal development strategy.
Objective
The definition of success for the particular Perspective.
Factor
The strategic areas that will be the focus of success.
Key Performance Indicators
The metric by which performance will be tracked.
Benchmark or Target
The target value for a measure.
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Exercise: Create your CEIO Capabilities Scorecard
• Your CEIO Personal Development Plan.
• Your Stakeholder Management Strategy.
• Information relating to measures and benchmarks or targets.
What you will need
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.
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.
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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, 2013October 29, 2013January 28, 2014April 29, 2014
