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SIM-Colorado “5 Critical Skills of Successful IT Executives”

SIM-Colorado “5 Critical Skills of Successful IT Executives”. Steve Weber, Vice President & Executive Partner Gartner Executive Programs April 15, 2008. Why is This Important?. “People…Single Most Prominent Issue on 2007 CIO Survey” (Mark McDonald)

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SIM-Colorado “5 Critical Skills of Successful IT Executives”

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  1. SIM-Colorado“5 Critical Skills of Successful IT Executives” Steve Weber, Vice President & Executive Partner Gartner Executive Programs April 15, 2008

  2. Why is This Important? • “People…Single Most Prominent Issue on 2007 CIO Survey” (Mark McDonald) • #1 Reason the CIO was let go (CEO response) • “The CIO was not the type of leader we need to grow, consolidate, do M&A, etc.” CORPORATE OVERVIEW

  3. 2008 CIO Survey • CEOs are impatient…more than ever! • CIOs know what to do, BUT • Only 28% have right skills in IT meet bus needs • Thus flawless delivery, especially sustained delivery that makes a difference to the CEO, is “top of mind” concern! CORPORATE OVERVIEW

  4. CIOs see challenges in implementing many of their own strategies for 2008. CORPORATE OVERVIEW

  5. Success in IT has Changed! • “Old Days” Success • Technical prowess • Tightly manage cost • Personal problem solving • Resource scheduler • Do what tell me to do • Servant mentality • “More features is better” CORPORATE OVERVIEW

  6. Success Today! • 5 Critical Skills! • Technical – but different • Management • Business • Leadership • Behavioral CORPORATE OVERVIEW

  7. Technical skills • “Make sure” things work well and “easier” • Fit in architecture/environment? • Focus on the CAPABILITY of the technology • Help solve your business’s true issues? • Poster child - standards/simplicity/retire/reuse • Software package example • Worry about what technical decisions will incur undue risk or cost (take thoughtful risk) CORPORATE OVERVIEW

  8. Management Skills • All IT needs to work at a reasonable cost • Infrastructure, projects, help desks, etc. • Worry about investment/benefit • Passion for process improvement • Less time, less money every day • Staff needs to get better every day • Feedback, recognition, REAL development actions • Active risk identification/management • Effective communication is DAILY priority CORPORATE OVERVIEW

  9. Communication Principles • What are successful communications? • The message is key (not the content) • Does NOT vary by audience • Content uses the language of the audience • DOES vary by audience • Timing is as important as delivery vehicle • Vehicle often varies by audience CORPORATE OVERVIEW

  10. Communication Principles • Subtleties • Make it as easy as possible for audience to understand the message • Be consistent • Explicitly refer back to previous communications • Always be able to share “why” • Know difference between FYI vs. approval CORPORATE OVERVIEW

  11. Business Skills • Run IT shop like a business • Reduce unit costs over time • Daily create “capacity”…which creates agility • Deliverable focused job descriptions • Put “Business” in Business Relationships • Orientation - examples • Partnership • Language CORPORATE OVERVIEW

  12. You Know You Have a Partnership When: • You solve the same problems • You leverage each others’ strengths • You have the same information • You operate as if the glass is half full CORPORATE OVERVIEW

  13. Partnership (cont) • You use the other party’s language • You provide a safe environment • Your commitment to the partnership overrides all else CORPORATE OVERVIEW

  14. Business Terms/Processes • All Projects/Upgrades=Business terms/benefits • Investments….NOT costs • “What business problem does it solve?” • Business language – varies by level in org • Benefits, investment, risks, assumptions, alternatives • Not “no” or “more features” or “specs” • “Time” and “do more with less” is a big overriding concern. • Use business decision processes (and them) CORPORATE OVERVIEW

  15. Leadership Skills • Self awareness is not an option for anyone! • “Make sure” appropriate change occurs • Willing to confront • Willing to make tough, ambiguous decisions • Decisions = f (context, information, time) • Willing to exercise judgment • “Why” is very important • Accountability/ownership is second nature CORPORATE OVERVIEW

  16. Everyone in IT needs to Lead! • “Leadership is a serious meddling in the lives of other people.” • “A real leader faces the music, even when he/she doesn’t like the tune.” • “A leader is one who knows the way, shows the way, and goes the way.” • “Change is inevitable…Growth is optional.” • “Knowledge is free…Bring your own container.” CORPORATE OVERVIEW

  17. Behavioral Skills • Determine what’s acceptable AND reward it! • Define and communicate • Then…consistently reinforce, recognize, pay for it • Be a role model -Words and actions • Examples CORPORATE OVERVIEW

  18. Recommendations • Major change from past – start now! • Skills needed • What is success and how know it • Great performance = results, process, behaviors • Lot of subtleties to be successful – get a mentor • “IT Executives” means ALL IT leaders • Cascade down throughout IT organization CORPORATE OVERVIEW

  19. Questions? CORPORATE OVERVIEW

  20. CIOs recognize the impact of business expectations and the need to build capability to realize results. CORPORATE OVERVIEW

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