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The Emerging role of CIO

The Emerging role of CIO. CIO : Chief Information Officer.

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The Emerging role of CIO

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  1. The Emerging role of CIO

  2. CIO : Chief Information Officer The CIO is a relatively new executive management position in many organizations. Introduced in the early 1980s to address the special needs of enterprises in maintaining the critical IT infrastructures that support their business processes, the CIO’s role has grown in importance as it has evolved through the 1990s and into the new millennium.

  3. CIO’s Mission By 2000, the CIO’s responsibilities extended beyond the corporate boundaries to include e-business partnerships, mirroring institutional changes. With an emphasis on business relationships and cross-institutional data exchange, the CIO’s role evolved into a primary relationship with customers, suppliers, and partners. “Help agencies maximize the value, quality and use of their information resources.”

  4. IF IT Works Right, A... • CIO can facilitate integration of IT across multiple departments or agencies • CIO can facilitate timely adoption of new technology • CIO can help ensure IT investments provide value • CIO can help position IT as a strategic weapon

  5. Oregon CIO Responsibilities • Administration • Planning & Review • Systems Development • Consulting • Data Center • IT Training/Education • Telecommunications • (GIS • Distance Learning • Internet Services • Video Conferencing • Project Management & Oversight • Legislative Agenda • Marketing

  6. CIO Attributes • Imagination • Leadership • Vision • Strategic Thinking • Courage • Change agent • Champion • Understand issues • Data bigot • Maintains network of peers/stakeholders • Interpersonal skills • Ability to navigate in a complex organization • Balanced—planning Vs. execution • Fosters staff renewal

  7. CIO Imperatives • Willing to act! • Can take the heat! • It’s about people! • It’s about relationships! • It’s about focus! • It’s about communication! • It’s about value!

  8. The Value Proposition:Key questions • How has IT contributed to the mission? • lower agency cost? • increased sources of revenue? • improved customer/citizen service? • How will IT support the agency mission in the next 6 -12 -18 - 24 months? • Keep in mind, half life” is now 6 months!

  9. Strategic IT Planning:A DEFINITION “A disciplined effort to produce fundamental IT decisions and actions shaping the nature and direction of an organization’s activities.”

  10. Key Guiding Principle “Maximize those things which must go right rather than minimize those things which might go wrong.”

  11. Strategic Planning—Like a Rain Dance? “A good deal of corporate planning…is like a ritual rain dance. It has no effect on the weather that follows, but those who engage in it think it does….Moreover, much of the advise related to corporate planning is directed at improving the dancing, not the weather.”

  12. Two perspectives on the role of the CIO, • The Extended Enterprise CIO The “extended enterprise CIO” is a partner in a networked community designed to deliver systems and services with and between customers, vendors, and partners, a matrixed role in a network of associations for which some executives are suited and others are not.

  13. The “eTransformation” that has occurred in our business is reflected in our charter and daily responsibilities: CIOs for corporations large and small are now directly involved with customers, becoming advisors to venture capital firms, constantly interviewed by analysts and the press. • ● A major percentage of our time—in some cases 60 to 70 percent of our time—is now dedicated to issues “beyond the firewall,” with internal issues assigned to subordinates in our IT organizations. The top issues within this “extended” responsibility include supply chain integration and data flow, network distribution and globalization, corporate intellectual asset management, and strategic alliances.

  14. ● As our institutions have been influenced by the shift from a commodity-based economy to a knowledge-based economy, the impact on our professional development, and our organizations’ professional growth, changes have been required in our management approach and philosophy. We have become business partners with our suppliers, our service providers, our customers, and our executive team. The essential values of that partnership at the CIO level are based upon this central attribute: We tell the truth. • ● As “our” systems become more dependent on “their” systems (and as our processes become more dependent upon theirs), the impact can be seen in the renewed emphasis on technology standards such as XML (Extensible Markup Language) and SOAP(Simple Object Access Protocol), in which the exchange of information not only between legacy systems but between institutions must be automated in real time and accessible 24/7, the data integrity must be unquestioned and completely auditable, and yet the systems supporting that analysis are transparent.

  15. ● As mentors to junior IT professionals who aspire to become CIOs, our advice and teaching has changed in response to the extended responsibilities of our office. Additional skills and attributes are encouraged for our teams and managers to become successful in the extended enterprise. We now teach our managers to listen—to their internal customers, to their employees, to each other—and to better understand the essential business problem.

  16. The Dynamic role of CIO • 1. The CIO has been able to navigate the economic crisis and has become a central member of the executive team in businesses that are dependent upon IT partnerships and value. • 2. The CIO has returned to an operational focus, in many cases assuming a hands-on role in the tactical aspects of the infrastructures she supports. • 3. The role of the CIO has been eliminated, replaced by corporate operational executives, finance systems experts, or sales operations professionals. In such cases, actual IT organizations are decentralized and become part of the functional units that they support.

  17. Back o basics CIOs • Leadership and communication are two of the most critical capabilities that modern CIOs must master, not least because most need to deal with more people across the entire organization than other executives. Today’s CIOs recognize the importance of these skills, and many are still developing and honing them.

  18. Background of the CIO—Technology Versus Business • The role of the CIO has become as varied as the business models in place today. Many of us have evolved into these roles from a variety of early disciplines, such as technology, finance, manufacturing, service, and so on.

  19. The Technology Leader • Traditionally, leaders of IT were drawn from information systems departments with which they were applications, operations, or business analysis leaders. This avenue of growth continues to provide the largest number of CIOs. • This avenue of growth continues to provide the largest number of CIOs.

  20. This new role incorporated the various engineering and information technology functions within a common functional area. The business of software technology clearly mapped my technology background, which enabled improved business and technology relationships.

  21. The Business Leader (with a technology bent): • Business leaders from services, manufacturing, or marketing have also transitioned into CIO roles, a phenomenon that has become more commonplace over the last 10 years. The need to comprehend the specific business needs of the corporation has led to the emergence of the business driven CIOs.

  22. The Strategist and Mentor: • The strategist and mentor type of CIO operates in a fashion similar to that of a Chief Technology Officer (CTO) in a high-tech environment. These individuals can be characterized both by their focus upon strategic directions for the corporation and by the roles that they perform as mentors and advisors to the corporate staff members (that is, other CXOs).

  23. The Corporate Influencer: • The role of the CIO is directly shaped by the type of business environment he must support, and his influence is driven by the characteristics of the business, including their relative maturity levels. The two areas of focus are likely to be strategy and execution, and most CIOs are expected to play an equally important role in both arenas. The strategic side of the CIO requires a focus on business and IT alignment and IT-enabled opportunities, while the execution side requires active participation in the execution of major projects in areas like ERP, CRM, and so on.

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