Keeping IT and YOU Relevant
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This document discusses how IT leaders can transform themselves and their organizations to remain relevant in the digital business environment. It recommends that IT leaders (1) become strategic, customer-centric and masters of digital business, (2) make their IT organizations more agile and responsive through changes to structure and processes, and (3) guide business peers in developing digital literacy and governance. The document provides specific actions IT leaders can take in each of these areas, such as developing new skills, restructuring teams, and establishing a digital vision, to transition themselves and their organizations to a "future-state" focused on the digital business.
Keeping IT and YOU Relevant
- 1. Leadership for the Digital Business Environment Keeping IT and YOU Relevant Pamela J. Stenson CEC President & Chair, Women in Leadership IDGCEC.com
- 2. You have the unprecedented opportunity to become your company’s pivotal agent of technology & business transformation.
- 3. @ 2015 CXO Media, Inc. | 3 Transforming for Relevance 1. You and your team Become strategic, customer-centric, master of digital business 2. Your IT organization structure & processes Become agile, responsive, innovative, while ensuring operational excellence 3. Your business peers Guide and influence their digital literacy, vision and governance of opportunity & risk
- 4. @ 2015 CXO Media, Inc. | 4 Transformation – People, Process, Structure © 2015 CXO MEDIA, NOT FOR DISTRIBUTION
- 5. 1. You and Your Team: - Become Future-Ready
- 6. @ 2015 CXO Media, Inc. | 6 Journey: The Future-State CIO®
- 7. @ 2015 CXO Media, Inc. | 7 Future-State Competency Definitions Egon Zehnder Competency Competency Definition Change Leadership Change Leadership is about transforming and aligning and organization through its people to drive for improvement in a new and challenging direction. Its about energizing a whole organization to want to change in the same direction. Collaboration & Influence Collaboration and Influence is working effectively with and influencing those outside of your functional area for positive impact on business performance. Commercial Orientation Commercial Orientation is about identifying and moving towards business opportunities, seizing chances to increase profit and revenue. External Customer Focus Customer Impact is about serving and building value-added relationships with customers or clients. Note customer is defined as the buyers of the company's product or services; customer is this context do not refer to the (internal) customers of the IT services. People & Organizational Development People & Organizational Development is about developing the long-term capabilities of others and the organization as a whole, and finding satisfaction in influencing or even transforming someone's life of career. Results Orientation Results Orientation is about being focused on improvement of business results. Advanced performance is characterized by transforming processes and creating new business models in search of results. Strategic Orientation Strategic Orientation is about the ability to think long-term, interactively, and beyond one's own area. It involves three key dimensions: business awareness, critical analysis and integration of information and the ability to develop an action-oriented plan. Team Leadership Team Leadership is focusing, aligning and building effective groups both within one's immediate organization & across functions.
- 8. @ 2015 CXO Media, Inc. | 8 Future-State CIO ® Journey: - Competencies In / Value Out Confidential - Not for Distribution –
- 9. CONFIDENTIAL. NOT FOR DISTRIBUTION. | PAGE 9
- 10. CONFIDENTIAL. NOT FOR DISTRIBUTION. | PAGE 10
- 11. CONFIDENTIAL. NOT FOR DISTRIBUTION. | PAGE 11
- 12. CONFIDENTIAL. NOT FOR DISTRIBUTION. | PAGE 12
- 13. @ 2015 CXO Media, Inc. | 13 Types Over Time Current Distribution of CIOs Future Distribution of CIOs FUTURE-STATECIO®
- 14. @ 2015 CXO Media, Inc. | 14 Future-State Journey Actions Identify your strongest leadership competencies - seek ways to leverage them to add value to your organization1 Outline 1-2 areas where you can work beyond your job description (Ex: be an early adopter or subject matter expert) 2 Build your personal brand: know your unique promise of value and promote you and your team’s contributions to the organization3 Accept stretch assignments to gain a broader view of the business4 Develop highly effective stakeholder relationships within your organization to foster collaboration and influence5 Outline opportunities to enhance your strategic orientation and change leadership competencies6 Develop “super-connectors” and build your network inside and outside your organization7 Seek opportunities to engage with customers and gain insight about the marketplace and the competition8
- 15. 2. IT Structure & Processes
- 16. @ 2015 CXO Media, Inc. | 16 MOTIVATORS IT Organization Structure • Technology is changing faster than ever • Technology impact spans all areas of the enterprise • SMAC is democratic – Non-IT leaders can buy and implement it • From customer’s perspective, you now compete with Amazon, Google, etc. • C-Suite anxiety over “digital business” • Change inhibited by financial slumps or rapid growth
- 17. The Challenge at HP Lowering the cost of traditional IT while capturing the agility of the New Style of IT New Style of IT Greater agility IT outcome-centric Conventional workloads and apps Long cycle times Business outcome centric New workloads, apps and experience Short cycle times Traditional IT Lower cost Source: Ralph Loura, HP
- 18. The Challenge at HP Lowering the cost of traditional IT while capturing the agility of the New Style of IT New Style of IT Greater agility IT outcome-centric Conventional workloads and apps Long cycle times Business outcome centric New workloads, apps and experience Short cycle times Traditional IT Lower cost Source: Ralph Loura, HP
- 19. @ 2015 CXO Media, Inc. | 19 Organization Transformation Actions Think outside-in to identify IT org transformation goals to achieve responsiveness, speed & customer-centricity Pursue DevOps and other agile, short cycle-time development methods Embed IT members in cross-functional teams Create and sustain funding for a protected innovation sandbox/lab Rearticulate ITs value and mission for this era of digital engagement Refresh your IT employee talent, skills, expertise to suit the above 1 2 3 4 5 6
- 20. 3. The Business & Your Peers - Digital Transformation
- 21. @ 2015 CXO Media, Inc. | 21 Highly Satisfied Somewhat Satisfied 14% 41% 32% 13% Based on CEC survey of 400 executives Somewhat Dissatisfied Highly Dissatisfied Satisfaction (Not!)
- 22. @ 2015 CXO Media, Inc. | 22 Digital Leadership Challenges 1. No Shared Digital Vision 2. Not Future-Focused/Anticipatory 3. Broken/No/Slow Innovation Process 4. Lack of Digital Literacy 5. Siloed vs. Mutual Decision-Making 6. Lack Effective Digital Guidance Based on CEC survey of 400 executives
- 24. @ 2015 CXO Media, Inc. | 24 Pathfinder Responsibilities Transform from C-Suite into D-Suite Refine Governance = Mutual Decision-Making I.D. Opportunities/Threats = Future Focus Refine Innovation Process = Accelerated Innovation Provide Digital Education = Digital Literacy Drive Digital Strategy = Digital Strategic Vision
- 25. @ 2015 CXO Media, Inc. | 25 Influence Tech Expertise Horizontal Perspective Collaboration Balance Risk/Reward Digital Ecosystem Knowledge Information Flows & Process Intersections Change Leadership Why IT Leaders Have Got This
- 26. @ 2015 CXO Media, Inc. | 26 Digital Pathfinder Actions Launch executive digital literacy campaign Revamp innovation process: fix gaps, streamline Build a future-focus team or venue4 3 2 1 Draft and/or champion digital strategic vision Revise governance model: Cross-functional, collaborative5 Develop IT Team: Relationships, external focus, digital ambassadors6 Not at the C-level? Work with your cross-functional peers7
- 27. @ 2015 CXO Media, Inc. | 27 Advantages women have… as leaders of change… strong collaborators, influencial, dedicated, care takers, loyal, multi-taskers.... Why You Will Succeed
- 28. Pivotal Role Produce the edge for the business
- 29. rel·e·vant adjective: closely connected or appropriate to the matter at hand
- 30. @ 2015 CXO Media, Inc. | 30 IDGCEC.com Learn More about the CEC’s Women in Leadership: www.council.cio.com/programs/executivewomen Order Your Journey Poster Here: https://council.cio.com/estore/category/posters/