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Change and leadership in the information era The CIO can’t do it alone Cornelis van der Werf Netherlands Court of Audi

Change and leadership in the information era The CIO can’t do it alone Cornelis van der Werf Netherlands Court of Audit Director Audit department 1. 1. Welcome. 3. Introduction – My background. > Erasmus University Rotterdam – Public management and Economy

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Change and leadership in the information era The CIO can’t do it alone Cornelis van der Werf Netherlands Court of Audi

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  1. Change and leadership in the information era The CIO can’t do it alone Cornelis van der Werf Netherlands Court of AuditDirector Audit department 1 1

  2. Welcome 3

  3. Introduction – My background >Erasmus University Rotterdam – Public management and Economy > City of Rotterdam & Local Audit committee City of Leiden > Policy Research company and Consultancy firm - Government and ICT > Netherlands Court of Audit - Director Audit department 1 - Chief Information Officer 3

  4. Program workshop >13:30 – 13:45 Introduction >13:45 – 14:00 About the CIO >14:00 – 14:15 Step-by-step plan >14:15 – 14:45 Discussion >14:45 – 15:00 Wrap up Theory Practise 2

  5. Let’s get acquainted > Name > Country / organization > Your position / role > Question for this workshop 4

  6. What is a CIO? • > Chief Information Officer • > Chief Impossible Operations • > Career is over • > Chief Inspiration Officer • > Chief Innovation Officer 5

  7. Research on CIO > Overview - Development of CIO-function - Overview CIOs in public sector > Insight - Elements that determine CIOs effectiveness > Assistance - Step-by-step plan set-up CIO-function - Contribution to professionalization of CIO-function 6

  8. Conclusion > CIO-function still under construction > Insights from private sector do not always apply to public sector > Four archetypes of CIO roles >CIOs effectiveness determined by context > The CIO can’t do it alone 7

  9. How it started 8

  10. Conclusion NCA Government IT-projects are often too ambitious and too complex because of combination of political, organisational and technical factors 9

  11. Government responded The government considers it necessary that at all ministries the role of CIO should be appointed at high level. 10

  12. Position of the CIOs 11

  13. Information/ management Strategy (Strategical level) Business Technology Structure (Tactical level) Operations(Operational level) Position of the CIO CIO CIO CIO 12

  14. When is the CIO effective? 13

  15. Four archetypes of CIOs 1. Countervailing power - (Large) IT projects in control2. Game changer - Improvement of primary process using IT 3. Fire fighter - Internal information household in order 4. Connector - Outcome via connection policy and IT 14

  16. Analytical model External domain Social IT-projects Chains & Cooperation ? Countervailing power Connector Policy Information Primary process Operations Office software Game changer Fire fighter Internal domain 15

  17. Step-by-step plan set-up CIO function 16

  18. Steps of the plan – step 1 > Analyse the starting point and context: - Organization: nature of the primary process - Scope: domain of CIOs authority determines the starting point > Use the analytical model. Does your SAI need a CIO? and if so Which type of CIO does your SAI need? 17

  19. Steps of the plan – step 2 > Ensure the right set-up for the CIO-function After determining the right type of CIO, you can zoom in into the most important factors on effectiveness: - Position - Personal competences -Instruments > How would you position the CIO? Person Effectivenessof the CIO Position Domain Organization 18

  20. Steps of the plan – step 3 A CIO can’t do everything by him/ her self, and also not alone. >Manage expectations! Draw and share the perspective of: - the organizations development; - the role of the CIO in that development, and - the role in which the CIO prefers to act. > Pick your development perspective 19

  21. Useful instruments > Make use of ITSA (Cobit 4.1) 20

  22. Discussion Person > Position your own SAI-CIO - Type of CIO - Positioning > What is the perspective? Effectivenessof the CIO Position Domain Organization 22

  23. Wrap up > What will you take home? >Whatcan we do tofurtherdevelopthis? 23

  24. Thank you! 23

  25. Analytical instruments 24

  26. Analytical model External domain Social IT-projects Chains & Cooperation Policy Information Primary process Operations Office software Internal domain 25

  27. Four archetypes of CIOs 1. Countervailing power - (Large) IT projects in control2. Game changer - Improvement of primary process using IT 3. Fire fighter - Internal information household in order 4. Connector - Outcome via connection policy and IT 26

  28. Information/ management Strategy (Strategical level) Business Technology Structure (Tactical level) Operations(Operational level) Position of the CIO 27

  29. Theories on CIOs > Ross & Feeney > Edwards > Chun & Mooney > Peppard > Dawson & Watson 28

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