dr. frank harper jr. - pakistan cio summit keynotes

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www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary.

CIOs Role In Business Transformation

Twenty-first Century

Transformational Leadership

Presentation to: Pakistan CIO Summit and Expo 2014

Karachi, Pakistan March 26, 2014

By Prof. Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB

Honorary Content Advisor / Keynote Speaker

http://www.intelligentsystemsservices.com/

www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 2

Intelligent Systems Services, LLC

Assalamu Aleikom



Intelligent Systems Services, LLCAGENDA

• Introduction

• The Seven Roles of Highly Effective CIOs

• The CIOs Challenge: Business Transformation

• The Strategic Hustler™

• What is Transformational Leadership

• Why Transformations Succeed or Fail

• Twenty-First Century Transformation Leadership

• Panel Discussion

• Question & Answers




Introduction



Intelligent Systems Services, LLCAbout Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB

• Principal Consultant & Chief Innovation Officer, Author, Speaker, Associate Professor

• Experience: 35+ Years

• Roles: SVP, COO, CIO, Deputy Chief Information Officer, Business Process

Strategist, Process Excellence Director, Chief Program Management Officer, Global

Practice Director, Sr. Project Manager, PMI OPM3 Team Leader, and Enterprise

Architect

• Competencies: Executive Coaching, Transformation Leadership, Strategic Planning,

Enterprise Architecture, Business Management, Technology Management,

Organizational Project Management, Process Redesign, Business Process

Management, Governance [IT, Program, Project, Data], and Organizational Behavior

• Author: IT and personal development courses, articles, and books on Agile

Leadership and Innovation Management

• Researcher: Project Management Institute, Cambridge Corporate University

• Education: PhD in Administration & Management [Organizational Leadership &

Transformation], MBA in Marketing, MS in Industrial Engineering, BS in Computer

Technology (Cum Laude)

• MPAs: Family; Project Success Rate of 96%, Uplift of 1000’s of leaders



Intelligent Systems Services, LLCTransformational Leadership Experience

• Amazon.com

• ANICO

• AXA Insurance

• BBVA Compass Bank

• Citibank

• City of Atlanta

• COMERICA Bank

• Countrywide Funding

• Federal Reserve Bank of Atlanta

• Fifth-Third Bank

• First Data

• First Rate Training, Inc.

• JP Morgan Chase Bank

• MBNA

• McDonald’s

• Ministry of Health (Canada)

• Mutual of Omaha

• Proctor and Gamble

• Project Management Institute

• Quail Energy

• Rematix

• South African Reserve Bank

• State of Georgia

• Sterling Software

• SwissRe

• The Coca Cola Company

• 3M

• USAA

• Wachovia

• Cambridge Corporate University (Switzerland)



Intelligent Systems Services, LLCPMI Volunteer & Global Leader

PMI Organizational Project Management Maturity Model (OPM3)

A leader in Organizational Project Management, involved with PMI's OPM3 efforts since its inception in

2001.

1.) Navigational Team Co-Lead OPM3 1st Edition – A contributing thought leader in defining the

process to navigate OPM3 in assessing the project management maturity in organizations.

2.) Quality Assurance Team Lead OPM3 2nd & 3rd Edition – The thought leader proactively leading

and managing a global Virtual Team (Hong Kong, South Africa, Pakistan, India, United States,

Canada, and UK) charged with applying the "House of Quality" approach for quality assurance to

OPM3 Constructs.

PMI Research

1.) Lead researcher from United States on the seminal project, "Project Managers as Senior

Executives", sponsored by PMI® and Ecole Supérieure de Commerce de Lille (ESC Lille School of

Management), the largest PMI®-accredited business school in France. Led by Prof. Dr. Jean-Pierre

Debourse and Russell D. Archibald, Ph.D.(Hon), PMI Fellow. I interviewed ten (10) executives from

various industries and sized companies providing data to help answer the fundamental question: Are

project managers becoming and can project managers become senior executives? If not, what can be

done to allow them to climb the ladder?




Seven Roles of Highly Effective CIOs



Intelligent Systems Services, LLCSeven Roles of Highly Effective CIOs

Role One - Utility Provider

Oversee building and sustaining robust, reliable, and economical IT infrastructure

services; direct addition of key utility services such as helpdesk and the

deployment of communication, collaboration and productivity tools

Role Two - Information Steward

Development of an enterprise architecture, standards, compliance, integrity and

privacy information

Role Three - Educator

Raise the awareness of business peers about strategic role and relevance of key

information technologies and help them become more “savvy” in making strategic

IT decisions

Role Four - Integrator

Lead enterprise efforts to digitize and integrate processes, information and

decision-support; oversees the implementation of crucial program management

offices and portfolio management systems



Intelligent Systems Services, LLCSeven Roles of Highly Effective CIOs

Role 5 - Relationship Architect

Connect, Communicate, Coordinate, and Collaborate – Internally and Externally

Roles 6 - Strategist

Actively serve as innovation catalyst and work with your business peers in

discovering opportunities to leverage IT in innovative business models, customer

relationship, and the pursuit of agility

Roles 7 - Leader

Lead, design, and govern the IT organization ensuring that the IT organization has

the right staff, works actively on developing human capital, and inspires IT

professionals to contribute to the organization’s mission and achieve their full

potential

Source: Society of Information Management




The CIOs Challenge: Become the Business Transformation Leader



Intelligent Systems Services, LLCCIO Challenge - Making CIO synonymous with ‘innovation’

IT Organization Yesterday Today

Focus Cost Growth

Key metrics Efficiency Speed and customer satisfaction

Delivery goals On-time, on-budget On-value

Architecture Systems of record Systems of engagement

Architecture focus Core Edge

Technology focus Network, storage, computing Cloud, social, mobile

Development goals User interface User engagement

CIO Chief information officer Chief innovation officer

Key partner CFO CMO

IT Focus Technology systems Processes, function capabilities

Source: CIO Magazine



Intelligent Systems Services, LLCBusiness Hero – IT-Smart Leader who thinks/acts Business-Smart

Change approach to financing and delivering new apps and systems Reduce risk of big-dollar, upfront investments in new systems

(a.k.a. capital expense or “capex”) Pay-as-you-go (operating expense or “opex”) model to pay for new

systems and apps Roll out new, high-priority apps and system upgrades on a continuous

30-, 60- 90-day delivery cycle that aligns with quarterly objectives Enable line-of-business (LOB) to change their system development

priorities every 30 days as business needs change and unexpected things happen

Strategy for business success:1. Try many things2. Follow success3. Abandon failure



Intelligent Systems Services, LLCRecent Survey



Intelligent Systems Services, LLCBusiness Transformation Focus and CIO Types

Type 1 – Implementation (Soldiers)

Type 2 – Balance IT and Enterprise Needs (Leaders)

Type 3 – Advising on business transformation process

(Change Consultants)

Type 4 – Run the business transformation

(Transformation Leaders)

Note: These are NOT mutually exclusive



Intelligent Systems Services, LLCValue Delivery Framework Activities

Step 1 – Strategy: Focus on the Business of the Future (BoF) Develop a picture of the future (vision) Organize transformation frame Document stakeholder requirements and KPIs and Valuation innovation activities

Step 2 – Road map: Define an action plan to implement the new business model Build upon strategy Define new business model to deliver the visions, strategy, and value proposition Sets out action plan (initiatives) to implement the new operating model

Step 3 – Design: Create an architecture vision and migration plan Capture key requirements Define both the detailed business and IT architectures Develop program and implementation plans the together support the controlled implementation

changes delivered with the new business model

Step 4 – Implement: Execute the process, system and other changes – in phases Firm executes the transformation – business processes, core systems, products, services, and PEOPLE Monitor KPIs and behavioral change management Consider implementing a Transformation PMO for oversight and coordination

Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements) Stabilize new systems and processes Capture and analysis of value metrics Design and implement continuous improvement program



Intelligent Systems Services, LLCValue Delivery Framework and CIO Contribution

Step 1 – Strategy: Focus on the Business of the Future (BoF) Help define the business strategy and supporting IT strategies Drive planning processes for scenarios, visioning, etc. Bring in system capabilities very early; Verify the viability of the strategy

Step 2 – Road map: Define an action plan to implement the new business model Own the road map itself; Help define the business road map Define and guiding the process required to create the road map Identify high-risk problem areas in IT components of business plans Define the underlying IT components of the road map

Step 3 – Design: Create an architecture vision and migration plan Drive designs toward enterprise goals Establish mechanisms to control demand Ensure that technology components are robust and realistic

Step 4 – Implement: Execute the process, system and other changes – in phases Monitor progress against milestones and adjusting as needed Show how others have gone through the transformation and predicting problems Focus on the technical details, especially data and testing

Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements) Running IT as business as usual Measure the value of the transformation Start continuous improvement programs




The Strategic Hustler™



Intelligent Systems Services, LLCEnterprise (Universal) Commerce

Source: Effective Leadership for Enterprise Commerce Management



Intelligent Systems Services, LLCStrategic Hustler – “Get Your Hustle On!”



Intelligent Systems Services, LLCThe Ecology & “Strategic Rudder” of Business Transformation



Intelligent Systems Services, LLCThe Strategy Story

Only 10% of organizations execute their

strategy

Barriers to Strategy Execution

Vision Barrier

Only 5% of the workforce

understands the strategy

People Barrier

Only 25% of the managers have

incentives linked to strategy

Management Barrier

85% of executive teams spend less than one

hour per month discussing strategy

Resource Barrier

Only 60% of organizations don’t

link budgets to strategy

Source: Adapted from material developed by Robert S. Kaplan and David P. Norton



Intelligent Systems Services, LLCStrategic Management Planning

2002 The Balanced Scorecard Institute



Intelligent Systems Services, LLCThe Strategic Framework Architecture



Intelligent Systems Services, LLCStrategy Map – Objectives



Intelligent Systems Services, LLCEnabling Business Transformation with Enterprise Architecture

Enterprise Architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating, andimproving the key requirements, principles, and models that describe theenterprise’s future state and enable it’s evolution.



Intelligent Systems Services, LLCThe Zachman Framework and Business Transformation

Technician Perspective

Business Management Perspective

Architect Perspective

Engineer Perspective

Executive Perspective

MotivationIntentions

ProcessFlow

Data Sets ResponsibilityAssignments

DistributionNetworks

Timing Cycles

Audience Perspective

EnterpriseNames



Intelligent Systems Services, LLCStrategy and Enterprise Architecture



Intelligent Systems Services, LLCStrategic Initiatives – Innovation Rewards

Industry Description Key IT

Consultancy Behavior mapper that matches consultants with clients,

avoiding personality mismatches, to promote agreement on

project scope and requirements

Analytics

Financial Services Human-computer interaction through a secret gesture that,

when paired with a picture or PIN, authenticates transactions

Mobile devices, POS computers,

digital scanners, cameras

Banking “Life calendar” to help guide financial decisions based on

events such as marriage, job loss and having children

Social media, databases,

analytics

Credit Reporting Automated detection of theft of a child’s identity Database, analytics

Automotive System to let police slow down and stop a vehicle during a

chase

Telematics, short-range wireless

networks

eTailer System to predict availability of airline seats, without querying

airline or travel companies’ systems

Databases, analytics

Research System for commuters to check if a ride-sharing partner

deviates suspiciously from the route

Mobile devices, geo-location,

analytics

Insurance Data-logging device that tracks vehicle and driver actions to

offer customer insurance policies

Sensors, portable storage,

analytics

Retailer System to let consumers fill out credit card applications at a

gas pump, through card swipes and number inputs

POS, card readers, databases,

analytics

Pharmaceutical Method to infer whether a woman is pregnant based on

prescriptions filled, and block the sales of another prescription

that’ potentially harmful

POS, databases, analytics

Source: CIO Magazine Reseach



Intelligent Systems Services, LLCProject Management and Business Transformation

PROJECT

MANAGEMENT

PROCESS

MANAGEMENT

CHANGE

MANAGEMENT

InitiatingPlanning &

AnalysisExecuting & Monitoring Closing

Create Project Proposal

Assign the Project Team

Create Project Charter

Create the Work

Breakdown Structure

and Schedule

Create the Project Plan

and Budget

Monitor Project Activities

Track Milestones

Manage Project Issues & Risks*

Manage Change Requests*

Communicate Status*; Facilitate Project Meetings*

Present Solution

Capture Lessons

Learned

Close Project

Gather Requirements

Perform “As Is” Analysis

Perform “To Be” Design

Identify Gaps

Assess Technology

Impact

Develop Process and Procedures Documentation

Perform User Training

Implement Project Solution

Transition Solution to

Functional

Management

Create Sense of

Urgency for Change

Analyze Stakeholders

Evaluate Systems &

Structures

Create Communications

Strategy

Execute Systems & Structures Action Plan

Communicate with Stakeholders

Obtain Personal Commitment

Monitor Progress

Approved Project

Charter

DIT Team Engaged

Work Breakdown

Structure*

Project Plan and

Budget*

Project Documentation

User & Training Materials

Implemented Project Solution

Lessons Learned*

Approved Project

Closure Report*

Project Status Reports*




What is Transformational Leadership?



Intelligent Systems Services, LLCTransformational Leadership

A deliberate influence process on the part of an individual or group to bring about a discontinuous change in the current state and functioning of an organization as a whole. The change is driven by the vision based on a set of beliefs and values that require the members of the organization to urgently perceive and think differently and to

perform new actions and organizational roles.

Personal Commitment to the Transformation by the LeadershipNot compliance / Walk the talk

Firm, Relentless, Indisputable Communication of Impossibility of Maintaining the Status QuoFirm statements backed by credible evidence / Clear indications that failure of the status quo is final and irreversible

Clear and Enthusiastic Communication of an Inspiring Vision of the TO-BE OrganizationA clear and vivid value-based vision created by an appropriate mix of rational analysis, intuition, and emotional involvement / Repeated inspiring exciting communication creates sense of urgency

Timely Establishment of Critical Mass of Support for the TransformationKnow and acknowledge the key players / Discuss failure of status quo, present vision, talk values, WIIFM

Acknowledging, Honoring, and Dealing With Resistance to the TransformationA willingness to listing / Some tolerance and patience / Clear articulation and communication of the need to change and the benefits

Defining and Setting Up an Organization That Can Implement the VisionImplement strategies, structures, and systems / Replacing key staff, or staff in key positions, not suited for change / Introduce education, training, and retraining new behaviors / Implement a reward system to reinforce actions

Communicate Progress – Regularly, Recognition, RewardRegular publication of achievements/ Face-to-face feedback sessions / Emphasizing, recognizing, and consistently rewarding gains



Intelligent Systems Services, LLCTransformational Lifecycle




Leading Change:

Why Transformations

Succeed or Fail



Intelligent Systems Services, LLCWhy Transformation Projects Fail (at the rate of 70%):

Poor / Improper Executive EngagementSub-Optimal Project StructureAccountability & Authority ProblemsSponge-Like GoalsInattentiveness to Organizational Change

Principles & Methodology

There are more:Tightly integrated, standardized processesFaith in Big NumbersView change as rational processNeglect the “edge” and confront the coreFailing to Learn From “Lessons Learned”



Intelligent Systems Services, LLCKey Failure Point

Inattentiveness to Organizational Change Principles & Methodology: THIS IS #1 ON THE HIT PARADE AS TO WHY

ENTERPRISE PROJECTS FAIL. WHY?

Enterprise projects change the way organizations “do stuff.” Changes in an organization’s culture must be deliberate and

thoughtful much in the same way as the process / toolchanges are introduced and managed via a formal projectplan.

The organizational climate must be initially assessed and thencultivated in order to accept and sustain introduced changes.



Intelligent Systems Services, LLCKey Failure Point

I BEG TO DIFFER!

Is it REALLY because the lack of a Methodology?

Or

Is it REALLY because the lack of Leadership?



Intelligent Systems Services, LLCThe REAL Key Failure Point

Leadership is NOT flexible, is NOT upfront, and is NOT in-control:

The usual reason for failure of an initiative is that it was launched halfheartedly, or was beyond the ability of theorganization to master. Here’s what tends to happen: the leaders announce a bold new program and then walkaway from it, leaving the job to others. With no clear impetus from the top, the program will wander and drift. Aninitiative, after all, is add-on work, and people already have full plates. Few of them can take it seriously if the bossdoesn’t. Eventually the effort bogs down and dies.…..Real results do not come from making bold announcements about how the organization will change. They comefrom thoughtful, committed leaders who understand the details of an initiative, anticipate its consequences for theorganization, make sure their people can achieve it, put their personal weight behind it, and communicate itsurgency to everyone.

--Ram Charan and Larry Bossidy, Confronting Reality: Doing What Matters to Get Things Done



Intelligent Systems Services, LLCSuccessful Transformations Needs

Leadership Proactively Managing:

1. Individual and Organizational Perspective2. Understand How to Manage the Individual3. A Consistent, Predictable Approach

Thereby Significantly Increasing the Level of Project /Program SUCCESS



Intelligent Systems Services, LLCOrganization: The Trident, A Meta-Model of Transformation

**Assess and develop a “people

change” plan using the following 8

transformational tools / levers:

1. Measurement

2. Organizational Design

3. Communication

4. Accountability Processes

5. Rewards & Recognition

6. Involvement

7. Education & Training

8. Resourcing2000 Executive Leadership Group, Denver, CO.

People want everything to be

better, but nothing to be different!

Compelling Threat / Burning Platform

The Push: Current Reality

Hard Change

Leadership*

Soft Change **

The Pull: Preferred Future

Compelling Vision

*A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.




A.G.I.L.E. L.E.A.D.E.R.S.H.I.P.

with a G.R.I.P.

Being Flexible, Upfront, and In-Control

The Twenty-First Century Strategic Leader (Hustler)



Intelligent Systems Services, LLCTwenty-First Century Transformation Leadership




Adaptable Behavior

Goal-Oriented Behavior

Intelligent Behavior

Learner Behavior

Effective Behavior

A.G.I.L.E. = Being Flexible




Look to Change/Challenge Status Quo

Energize People with Ever-Greater Challenges

Acknowledge the Burning Platform

Deliver Results through Effective Delegation

Exhibit Emotional Energy and Edge

Respect Diversity

Sustain Success By Achieving Excellence

Have A Teachable Point of View

Introduce Ideas Based On Uplifting Values

Persistence with Perseverance

L.E.A.D.E.R.S.H.I.P. = Being Upfront




Goal Management

Resource Management

Interface Management

Performance Management

G.R.I.P. = Being In-control




SUMMARY



Intelligent Systems Services, LLCDeliver “INTELLIGENT” Solutions

Innovation

A business transformation involves significant changes to areas including

business processes, core systems, channels, products, and services. Technology

is in the driver’s seat

Insight

The disruptive nature of technology places a premium on those who understand

its possibilities and limitations.

Initiative

Participate in the business transformation (Get back into the decision-making loop

– elevate your role).

Influence

Use the transformation to increase your influence with the business.

Interpersonal skills

Become a Strategic hustler (A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.)

Integrity

Have the courage to meet the demands of your reality



Intelligent Systems Services, LLCStrategic Hustler’s Motto

Be Great, Dedicated, Determined, and Driven! [BG3D]




Live Your Creed




THANK YOU!

‘Jazakum Allah Khayran’( ُ َخْيًرا ( َجَزاكُُم اَّلله ‘

"May Allah reward you [in] goodness."




Let The Panel Discussion Begin!


dr. frank harper jr. - pakistan cio summit keynotes

Leadership & Management