your leadership brand the cio as business strategist ... · your leadership brand. 8. do...

Your Leadership Brand

The CIO as Business Strategist driving innovation

ROB LIVINGSTONE- Principal, Rob Livingstone Advisory Pty Ltd, and - Fellow, University of Technology, Sydney

19th July 2012

AGENDA

• Surveying the broader landscape• Is enterprise innovation the Job of IT?• The Future-State CIO Model• Getting past ‘Business – IT Alignment’• Creating Influence• Your leadership brand. • Your personal Brand – as you!.

24% of CEOs surveyed in the 2012 PWC CEO Survey 75% of CEOs plan to change innovation capacity in 2012, of which 24% expect ‘major change’, underpinned in part by technology.

The eighth annual KPMG 2012 Audit Institute Report identified “IT Risk and Emerging Technologies” as the second-highest concern for audit committees, which is unprecedented in the history of the report.

Surveying the broader landscape

International Journal of Disclosure and Governance Vol. 7, 3, 198–212, 2010


Business environment – Volatility is the ‘norm’


http://www.efic.gov.au/country/Economicschartpack/Pages/currentissue.aspx

www.theaustralian.com.au

Short term and long term business cycles

Business environment – High rate of change

IT environment –Lead times longer

Forget the long term business

plan! We’re too busy

running the business!

Why can’t the business agree

on what that want! Just give us the

specs!


"Despite an abundance of IT Project Management (ITPM) resources, such as the PMI Body of Knowledge, IT standards and governance, a large percentage of IT projects continue to fail and ultimately get scrapped. Recent studies have shown an average of 66% IT project failure rate, with 52% of the projects being cancelled, and 82% being delivered late"

Kraft (2008). The Importance of Business Process Alignment for IT Project Management of Commercial Software with Case Studies. Journal of Information Systems Applied Research, 1 (3)

Has business lost patience with Enterprise IT?


A perspective of current IT careers

• Technologies has a half-life of maybe 2 years & decreasing?

• What will be the impacts on your career in IT?• Will the Virtual Enterprise shape leadership practices?• IT is not alone:

– Legal Process Outsourcing (LPO) is alive and well– Clients starting by bypass legal firms and get legal advice

from overseas providers in certain areas

Will ‘global warming’ be shaping the role of enterprise IT?



Self sufficiency, adaptability, speed, multi-skilled, innovative, receptive and perceptive and responsiveness key to survival

Comfort in structure, passing control to others, single purpose, local adaptability not encouraged, ‘family’

A perspective of current IT careers

• This refers to a profound change in the operational context: – a change that will require the transformation of the

organisation’s strategic intent, direction, action, etc.– If not managed effectively, survival is not guaranteed!

• "It is not necessary to change. Survival is not mandatory." - William Edwards Deming

Managing the transition


• The early detection of change is crucial to:– The survival of the organisation: good leaders should sense

them intuitively, well before they are generally recognised– Your career options: As an employee or manager, a major

influence on your career within the organisation are environmental changes

• Develop and ‘early warning’ radar

Managing the transition


The present1. Globally, IT led innovations are:

– Expected, ‘the norm’– Disruptive– Volatile– Creating new opportunities, careers, etc– Creating the ‘flat earth’, supporting ‘Globalisation’

2. Unleash societal and behavioural changes 3. Individuals becoming ubiquitously connected and ‘digital’.4. Democratization of IT a force to be reckoned with5. Everyone outside of enterprise IT, no doubt, has an opinion on how IT

should be run!

Is enterprise innovation the Job of IT?

The IT profession / industry compared to others:• Medicine :Since Adam and Eve• Finance and accounting is said to date back more than 7000 years.• Law has been around since the start of civilized society; some argue it

helped underpin its formation.• Sales, commerce and trading has been in place since humankind’s

earliest records and marketing has its origins in the late 1800s.• Management as a discipline pre-dates the Pyramids.• IT is the latest arrival – in less than one generation!... yet has been the

biggest change agent in every aspect of life.

Is enterprise innovation the Job of IT?

Is enterprise innovation the Job of IT?‘IT relentlessly drives and delivers innovation at a global, societal, and individual level at phenomenally fast rates, yet, paradoxically, IT departments within organisations often struggle to drive innovation from within their own organisations to the same extent’

CIO Magazine Summer 2010/2011, Pg 14. ‘The IT Innovation Paradox’

The Future-State CIO Model

Current Distribution of CIOs

Future Distribution of CIOs

FUTU

RE-STATE C

IO

Used with permission from the CIO Executive Council

23% 201243% 201134% 201037% 2007

53% 201246% 201145% 201051% 2007

23% 201211% 201121% 201012% 2007

Trending from successive ‘State of the CIO’ surveys

The Future-State CIO Model

Used with permission from the CIO Executive Council

Reshape the role of your IT Department– ‘Alignment’ implies a parallel track– ‘Immersion’ is what’s needed – Shift from a technology provider to a Services broker– Embrace the ‘democratisation of IT’ phenomenon– Focus on what’s important– Differing skills needed for in-house IT– Technology enabled business services is the direction to take– Hone your business skills

Getting past ‘Business – IT Alignment’.

Considerations for the IT leader

Bypass your IT department at your peril.– Encourage and support IT leadership through the transition– If you have operational, engagement, alignment or structural problems with

your IT Department fix these first– If IT cost is your primary and sole driver in your approach to managing IT

revisit your assumptions carefully – true innovation requires some investment– Do not use Cloud as a metaphor for ‘fixing’ fundamental IT problems– Treat Cloud as one key element of a deliberate business strategy, and ensure

IT are intimately involved

Getting past ‘Business – IT Alignment’.

Considerations for CEOs

Power or Influence?

Creating Influence.

Power or Influence?

• Formal Power – tied to a formal position where the responsibilities of that position includes the ability to influence or make decisions affecting a community

• Informal Power – not tied to any position, often resulting from personal characteristics. This power allows the person/group to influence and/or represent a community without formal decision making.

Creating Influence.

Sources of Influence1. Expertise – knowledge, skills and experience relevant to the task2. Reward / coercive – You have the ability to reward or drive people and

situations3. Personal attraction – characteristics associated with likeability (“charisma” and

ability to inspire)4. Effort – dependability and evidence of higher than expected time commitment5. Legitimacy – actions clearly display a particular value commonly held among

partners6. Connections – power and influence through networks, association, etc7. Information – Only you have the information that others need

Creating Influence.

• Analytical and charismatic / entrepreneurial managerial approaches – where two worlds collide?• Analytical:

o Many task oriented individuals are driven by facts, processes, evidence.

o IT professionals, engineers, accountants, for example, need to work with precision and in the ‘real’ world

• Charismatic: o Short term, fast moving, goal oriented, agile, etc

• Management, Leadership and integrity – what’s the mix in your environment?

Creating Influence. Opposites attract?

1. Managing the ‘conversation’ • Steer, don’t block!• Open questioning• Inviting responses

2. The fragility of personal reputation – yours especially3. Handling objections from influential players4. Controlling the discussion

• Keeping focus• Never emotional

5. Managing uncertainty and anxiety• Mental resilience• Self confidence (minus the ego!)

Creating Influence. Food for thought...

1. Follow through with commitments2. Using truth and information for supporting

rational persuasion3. Demonstrate your competence4. Act supportively and be helpful5. Possesses Extraordinary personal qualities6. Protect confidential information7. Emphasize your similarity to the audience

Manager's Personal Brands (MPB): The Secret of Success or Failure. - Isfahani, Ali Nas, et.al. International Journal of Business & Social Science, 2011, Vol. 2 Issue 20, p281-285

Your leadership brand.

8. Do unsolicited favors9. Emphasize shared vision and

values10. Be fair11. Earn the trust of your audience12. Exhibit desired Behaviors13. Keep promises14. Strong sense of right and wrong,15. Encourage ethical discussions

March 2011 Harvard Business Review

Your personal Brand – as you!.

W1: www.rob-livingstone.comW2: www.navigatingthroughthecloud.comE: [email protected]: +61 2 8005 1972P: +1 609 843 0349M : +61 419 632 673 F: +61 2 9879 5004

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ThankYou!

ROB LIVINGSTONE- Principal, Rob Livingstone Advisory Pty Ltd- Fellow, University of Technology, Sydney

your leadership brand the cio as business strategist ... · your leadership brand. 8. do...

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