Date post: | 20-Jun-2015 |
Category: |
Technology |
Upload: | minneapolis-institute-of-arts |
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IT Leadership and the Role the CIO Plays Across the Entire Organization
Strategy, Change and Success
Session Agenda
230-240pm: Brief introductions from each panelist - Who, What, Where, How
240-315pm: Moderated discussion
315-330pm: Questions from the audience
ModeratorDouglas HegleyDirector of Media & TechnologyMinneapolis Institute of Arts@dhegleyhttps://www.linkedin.com/in/douglashegley
PanelistTim DokkenVP Technology Delivery, Transactions and ComplianceMerrill Corporationwww.merrillcorp.comwww.linkedin.com/in/timdokken/
PanelistJohn B FraserCTO for LifesprkPresident of [email protected]/in/johnbfraser
PanelistRich ValergaChief Information OfficerMinneapolis Public Schools@mps_ciowww.linkedin.com/pub/rich-valerga/3/b28/157
What is the primary role of the CIO in your organization?
• Reports to?• Range of responsibilities?
Where does the CIO make strategic impact?
• How does the CIO align business strategy to execution and results?
• Who are your peers? CEO/CFO/CMO/COO?• Is the role of the CIO to lead or to follow?
What is the most significant change in the role of CIO that you have seen in the past decade?
• Current top priority?• Different than a few years ago? How?
© 2014 Lifesprk
History of the CIO Role in Service Based Companies
1970-1980’s• Finance had the first
need for automated data processing
• CFO had a data processor reporting to them
• Toes in technology
1980-1990’s• Complex systems still
mostly finance• Advent of internet
and e-mail• CFO has an IT
Manager• IT role expands into
operations
1990-2000’s• Everyone has a
computer at their desk
• Director of IT as IT staff needs increase
• Still typically left under finance or operations
2000-2010’s• CIOs with varying degrees of
authority and responsibility• Technology at core of service delivery• CIOs wear many hats• Vendor management• Performance management• Internal and external customer
service• And more …
• Every employee is connected, always• Cloud Vendors and the balance of privacy / agility• BYOD• Fully integrated solutions are expected– elimination of data entry
• Technology can drive revenue and business development
• IT managers and CFOs don’t make effective CIO’s (despite our desire to think so)
• Outsourcing for a “real” CIO might be wise
Changes since 2004
© 2014 Lifesprk – John Fraser
Managing information versus optimizing information?
• Is there a difference?• Why does it matter?
Is technology a cost center or a strategic business partner?
• How does this manifest itself in your organization?
How can a CIO balance core IT needs with big, strategic objectives?
• How do you justify the investment in IT?• How can a CIO stay on top of both needs
at the same time?
What are the challenges of being responsible for the performance of workers who are not onsite?
• How does a CIO provide strategic leadership to a distributed workforce?
BYOD: should we be scared?
• Actively support, tolerate, or deny?• What controls need to be in place?
What keeps you up at night?
Questions from the Audience
Thank you!
Slides available online:
http://www.slideshare.net/dhegley