1. Australian CIO Summit 2014 Gold Coast 28-30th July 2014
2. The Shifting Role of the CIO as a Strategic Innovator The 5
CIOs which one is you? Know the Big Picture Ready to engage
(political savvy & conflict mgt) 6 x 3 + 5 8 + 3 x 9 = Getting
the Best from your Team Partnering with external parties SELL what
IT does 2
3. Where is this all going? 3
4. 5 CIOs - which one is you? Source: MIS Quarterly March 2011
4
5. 5 CIOs - which one is you? Utility CIO Evangelist CIO
Innovator CIO Facilitator CIO Tight Rope Walker CIO 5
6. 5 CIOs - which one is you? Utility CIO IT Supply Orientation
Reports to CFO Strong Technical bias Maintaining service levels
Ensuring the integrity of infra Cost control Service availability
Efficiency On-time project delivery Securing budget Gaining
Management attention Stopping users DIY IT Not Necessary as most
interactions are operational Scope of Role Issues Critical to
Success Performance Metrics Challenges Relationship with CxOs
7
7. 5 CIOs - which one is you? Evangelist CIO Changing mindsets
about info Identifying sources of competitive advantage Securing
face time with CxOs Maintaining existing IT performance levels
Attendance of CxOs at ITSC Maintaining service levels Number of
converts Securing availability of a pilot budget Understand the
business & industry in detail Securing airtime with senior
executives Establishing credibility with business colleagues
Sporadic Fighting for time with CxOs. Scope of Role Issues Critical
to Success Performance Metrics Challenges Relationship with CxOs
8
8. 5 CIOs - which one is you? Innovator CIO Delivering
opportunities for securing advantage Raising profile of the IT unit
as a business partner Delivering meaningful business innovations
Securing business commitment for significant business change
Appointing Demand managers Being part of the strategy process Value
of Innovations developed Requests for additional service Ensuing
continued investment in strategic opportunities Limiting key
operational & support apps Gaining active governance of IT at
board Regular formal and informal meetings Challenges valued by
CxOs. Scope of Role Issues Critical to Success Performance Metrics
Challenges Relationship with CxOs 9
9. 5 CIOs - which one is you? Facilitator CIO Empowering &
enabling the business with info capabilities Levering IT assets
Encouraging info ownership by the business Preparedness of the
business to adopt new skills Training & supporting capabilities
to enable business innovation with IT Outstanding ROI from
Information Achieving competitive advantage from info exploitation
Managing migration of IT innovation into the business Letting go
Trusted partner Scope of Role Issues Critical to Success
Performance Metrics Challenges Relationship with CxOs 10
10. 5 CIOs - which one is you? Tight Rope Walker CIO Developing
agile infrastructure Coordinating organisational info &
technology requirements Maintaining service levels Identifying
emerging technologies Ensuring integrity & agility of technical
architecture Reading the technology marketplace Guaranteeing
security & privacy Service availability Customer satisfaction
Technology responsiveness Staying at the cutting edge of technology
Managing intelligent & demanding users Setting technical
standards & policies] Speed of response Advisor on policies,
risks & technical capabilities Scope of Role Issues Critical to
Success Performance Metrics Challenges Relationship with CxOs
11
11. 5 CIOs did you figure out yourself? Utility CIO Evangelist
CIO Innovator CIO Facilitator CIO Tight Rope Walker CIO 12
12. Can you see the bigger picture? 13
13. Davids 5 Expectations Monday September 5th 2011 1. Winning
Team o Accountability for getting results but do this as a team 2.
Punch above your weight o Bring your brains to CUA everyday o
Challenge the status quo 3. Being uncomfortable is normal o
Contribute outside of your comfort zone o Learning Agility
(sharpening your own sword) 4. Strive to be a Change Agent +
Trusted Advisor o Drive change & influence business direction
5. Have fun o Enjoy work and your life
14. What Culture that you want? Drive the culture to desired
end state 15
15. Where are we going - @ 10,000 Feet 16
16. The Bigger Picture - know your numbers 17
17. The Bigger Picture - communicate...communicate 18
18. Ready to engage Build teams Political Saavy 19
19. Leadership is a Contact Sport Personal touch matters
Frequent follow-up works Inside & Outside coaches Source:
Marshall Goldsmith 20
20. Political Savvy & Conflict Management Source: Patrick
Lencioni 21
21. Avoiding a Dysfunctional team Source: Patrick Lencioni
Unwilling to be vulnerable Feigning buy-in for group decisions Seek
artificial harmony over debate Focus on personal success above team
Not calling on peer behaviour 22
22. Wolf CIO Are you a hunter or just food? Do you stay on the
Light side and never enter the Dark? When is manipulation required?
Source: Gartner 23
23. How to handle Conflict ? 24
24. Person E Person H Person D Person F Person C Person B
Person G Wolf Jnr Person A Approach to POWER CIOs with a Lamb power
approach are often driven by a desire to be liked and likeable.
They enjoy having a positive working environment, and generally
prefer not to stand out either positively or negatively. Many may
view them as having an affable lack of ego because they tend not to
be concerned with power or status. CIOs with a Jr. Wolf approach to
power are driven to do what is best for the enterprise and aspire
to get along with their colleagues. They tend to rely upon the
positional power that comes with the role, or the power that comes
from collaboration, and may inadvertently leave some power tools
underutilized as a result. CIOs with a Wolf power approach are
willing to go to the dark side, using power to get things done and
gain respect, but they blend their tactics with lighter-side
approaches to ensure likability. They know that sometimes using
power is necessary to gain compliance, but they take care to avoid
creating too much collateral damage when they do so Source:
Gartner25
25. Wolf Jnr Approach to MANIPULATION CIOs with Wolf
manipulation approaches will go to both ends of the spectrum,
blending both light and dark manipulation tactics at the same time
to get the job done. They display a strong sense of values, but are
not so inflexible in adhering to them that they cannot get the job
done. They strive to be honest and trustworthy, but refuse to be an
easy target for other manipulators. Overall, they focus first and
foremost on what is best for the enterprise, rather than using
their powers of manipulation for personal gain. CIOs with Dove
behaviors are driven by a strong sense of values and beliefs. They
have a set of principles around right and wrong which guides all of
their actions. They believe that it is important to win the hearts
and minds of others in order to expect their ooperation with any
initiative. Challenges include: Impervious to status and hierarchy,
you prefer systems with fairness and equality You may seem
unrealistic, uncompromising or out of touch with others CIOs with
Jr. Wolf manipulation approaches gather and use information
primarily as a defensive maneuver against dark-side colleagues.
They will seek to understand stakeholders and situations as well as
possible before deciding how to proceed. Most often, they will
cooperate with colleagues and give them the benefit of the doubt,
but will protect themselves by documenting the interactions.
Source: Gartner26
26. Wolf Jnr Approach to WARFARE CIOs with Dolphin
characteristics create followership by making people want to go
with them by making the experience fun and enjoyable. Dolphins are
the extroverts of the animal kingdom; they truly enjoy being with
and leading people, and prefer peace to warfare. They consume
information in the same way they consume schools of fish. Dolphins
gather information about their followers, their enemies and their
environment, analyze that information and use it to prevent warfare
but they succeed at warfare when they have no choice. 'CIOs with
Shark characteristics are aggressive in the extreme. Others follow
them because they know that in a battle these CIOs will win, and
they fear being on the losing side. Shark CIOs amass a wide arsenal
of powerful weapons, and create a fearsome reputation by taking
down any competitors who get in their way. Sharks do form
alliances, but because of their fearsome nature, usually their
alliances are only with other Sharks. To succeed in warfare, Wolf
CIOs master a blend of light-side social and information analysis
skills and dark-side fighting skills. By periodically going to
extremes and demonstrating both an understanding of their people
and the environment and an ability to dispatch threats with extreme
prejudice, they can grow and protect their territory while building
a lasting peace. Wolf CIOs are highly disciplined and able to
create well- organized campaigns that require long-term planning
and multilateral tactics. They are also highly adaptable and can
analyse large amounts of information, finding the most important
data points, and adjust their tactics dynamically to suit the
situation. CIOs with a Jr. Wolf approach to warfare are excellent
planners who take a highly disciplined approach to creating
partnerships and leading change initiatives. Their motto might best
be described as, the best defense is good planning, Jr. Wolfs plan
far in advance, and are highly transparent and clear in their
approaches and communications. They prefer peace, but when they
need to, they can organize complex IT initiatives resembling
campaigns. Source: Gartner27
27. Wolf Jnr Extreme Animal Profile You are a Light-Side CIO.
Light-side leadership behaviors are positive and inspirational.
CIOs need many stakeholders at multiple levels and across multiple
business units to cooperate so that they can successfully complete
complex IT-related initiatives. Many of the most strategic and
high-value initiatives require creativity and enthusiasm both for
the initiative and the leader. As a Light-Side CIO, you create
loyal and enthusiastic followership. Unfortunately, it is not ideal
to rely solely upon light-side behaviors. Some staff may not share
your values, and therefore will be uninspired by them. They may
have agendas that are more self-focused rather than enterprise-
focused, or may be loyal to another executive and thus find
themselves inadvertently in conflict with your goals. Most
importantly, the intimate relationships established in such teams
can leave you vulnerable and open to attack, with few options for
defense. As a result, you must consider building your toolkit of
extreme dark-side behaviors to help you evolve into astrongly
balanced Wolf CIO. You are a Wolf CIO. For CIOs, the ultimate
animal is the Wolf an ideal balance of an intelligent, social
creature that can inspire loyal followership and create group
affinity; and the ruthless predator that can lead a pack of strong
fighters, win in a competitive environment and command a large
territory. Wolf CIOs display all of these qualities to lead highly
complex IT organizations with an evolving purview as IT
capabilities expand reach and range globally through information,
mobility and social media. The territory of the CIO is no longer
the basement data center; it now has the potential to reach as far
as technology does. Yet as with the Roman Empire, with a greater
territory to protect and maintain comes greater risks. As a Wolf
CIO, you must always grow and maintain your arsenal to protect the
valuable assets you have created. You are a Jr. Wolf CIO. A young
Wolf, you show many signs of evolving into a full- fledged pack
leader. You use the power that you have in the hierarchy, and
strive to work collaboratively with others. You will compromise
with others to make some progress rather than none. And you use
information as a defensive tool to protect yourself and your team.
The tendency to compromise is driven by a middle ground approach
intended to avoid unnecessary conflict. This may result in a CIO
appearing too malleable and predictable. Potential enemies will
recognize that such a CIO is unwilling to go to extremes to achieve
a goal. Unfortunately, the middle ground is not always safe and
limits a CIOs ability to be truly competitive. To evolve into a
strongly balanced Wolf CIO, you should consider taking more risks,
but in a calculated rather than reckless manner. Source:
Gartner28
28. Getting the best from your Team 6 x 3 + 5 8 + 3 x 9 = Team
Outcomes 29
29. Leadership Development Source: Lominger FYI30
30. BehaviourExperience Deep Knowledge of Analytics Working
level of Business LOS process How to effectively partner with
others Account Management Time Management Project Management
Experience in leading a stream of a large transformation effort To
proficient in Benefits Realisation Drive the development of a new
customer engagement models Innovative - risk taking behaviour Be
agile by driving accountability and clarity across the organisation
Take stronger leadership in challenging the status quo and how
things are done Skill Knowledge