The C.I.O. Leadership Challenge

Roles, Responsibilities and Change Management

Who is this class for?

This class is for professionals in the criminal justice field who are leading technology projects.

Job roles and responsibilities resemble those of a public or private sector Chief Information Office (CIO) or Chief Information Officer (CTO).

This class is also geared to:

Technology Project ManagersIT Directors and SpecialistsInformation IntegratorsProject Leaders charged with sharing informationRecords ManagersThose creating technology deployment strategiesThose working with other agencies toward sharing information

But I’m not a

CIO or CTO

Implementing Criminal Justice Technologies in the 21st Century

This class is designed to support: emerging leaders who are dealing

with emerging technologies in an emerging field using emerging strategies.

-- to meet public safety needs and core mission requirements-- by enhancing justice enterprise leadership skills at an executive level

CIO as a Leader

“Leadership is the art of accomplishing more than the science of management says is possible” - Colin Powell

Guaranteed: Information technology will change an

organization People, business practices and structure will

be affected Stress will be present throughout the

agency

StructureFederal Government requires CIO to report directly to CEO of federal agenciesTraditional LE agencies must do so similarly (IA and Finance) CEO must position CIO for

success for internal and external relationships

CEO’s political and professional life requires this

What does the CEO expect ofthe CIO?

The CIO: Roles and Responsibilities

The CIO is positioned in the new hierarchy, yet

What should be the CIO’s Roles and Responsibilities?

CIO: Roles and Responsibilities

Leader in adapting processes that help quantify and align projectsDirect linking plans to overall missionPartner in strategic planning“No one size fits all” - Info too vast/expansiveMust know the tech side of enterprise but not true technician Understands IT principles Acts as strategist Applies tech to business problems

CIO: Roles and Responsibilities

Serves as bridge between top managers, IT professionals and end users. Provides leadership and vision

Maple, Bratton and Giuliani Focuses senior executives on high value IT

issues, investments and decisions

Guide to technology services and productsChange agent

CIO: As a Leader

To demand so much as a planner and a leader, the CIO should: Possess leadership abilities Be an innovator and risk taker Be flexible Have effective communication skills

Variety of clients Have integration knowledge Possess political astuteness

CIO and the CEOKey role of CIO in planning and managing. As

a senior executive and partner to CEO: CIO must share CEO’s vision CIO helps agency fulfill mission, manage change,

and is a strategic planner CIO and CEO have symbiotic relationship Being accessible is important CEO creates effective management context for

CIO CIO

Builds credibility for organization and CEO projects Organizes IT to meet business needs of organization

CIO: Leadership and PlanningCritical Success Factors

The CEO must: Recognize the role of Information

Management (IM) in creating value Position the CIO for success Ensure the credibility of the CIO organization Measure success and demonstrate results Organize information resources to business

needs Develop IM human capital

CIO and Leadership

Maximizing Benefits: Question traditional ways of doing

business Revolutionary

Stress information sharing Work across agency boundaries,

within and without Isn’t this why we are here?

CIO and Culture Change

Dramatized by the “Power of the Incumbent” Agencies do not have a plethora of IT

talent Brightest go to IT Disproportional to rank/positioning Discipline Non-traditional structure

CIO and Culture Change

Cultural Change in Criminal Justice Systems impacts every aspect of how we do business: Security Training Budgets Personnel and Selection Process Etc.

CIO as a Change Manager

70% of $500,000 IT projects fail to meet goals20% of IT projects declared fully successful. Attributed to change management

plans and issues Managing change caused by new tech

key element of success

CIO as a Change Manager

CIO well positioned to direct and plan for changeCEO must recognize business transformation potential of IT and apply technology to achieve major improvements in practices and operations Must understand the business model – the

culture acts in sync

Simple fact of introducing CIO to the agency will cause change

CIO as a Change ManagerChange effects organizations, technologies and people Strategic implications and consequences

60% of all failed technology projects are attributed to a failure to consider user needs: Job redesign, training, communication, intangible

Plan for change and expect resistanceCIO is the change agent and change manager

Balanced against the communist/central planning tendency

CIO and Cultural Change

“If you are going to sin, sin against God, not the bureaucracy. God will forgive you but the bureaucracy won’t”

Adm. Hyman Rickover

In cultural change, employees can be: Resistors (passive or aggressive) Positive change agents Fence sitters Innovators (negative or positive)

CIO – utilize informal network

CIO and Cultural Change

The CIO and CEO must: Embrace the need for change Demonstrate the need for change Constantly communicate the need for

change Mapping “as is” , “what it will be” and “why”

CIO must recognize which policies, procedures and technologies are to be changed

CIO: Issues in Planning for Change Management

What should be the scope and magnitude of the change?Are the sponsors and change agents in place –do they know it?Has the change been communicated?What are the risks: labor, culture, power/authority?Base line measurements of successTo prepare for change, assessment of enterprisePlan to link initiatives –timing, training, define tasks, “out” vs “in”Communicate the changes

CIO – Surviving in the Public Sector

1. Organizational Turbulence Elections: before, during, and after

2. Merits of programs sometimes secondary3. Budget trade offs

“Favorite Sons” often prevail

4. Support base tenuousSeek multiple sources of support

5. Politics often rule “I have to get elected”

6. Know your limits7. Learn quickly8. Seek an honest broker and guide9. Self Evaluation

“Is this job for you?’

10. Read Machiovelli’s The Prince

Although moral compasses must prevail, survival and success skills in the public sector differ greatly from private enterprise.

Six Phases Of A Criminal Justice It Project

EnthusiasmDisillusionmentPanicSearch for the guiltyPunishment of the innocentPraise and honors for the

non-participants