CIO Role Will Disappear in 10 Years Says Independent CIO
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The document discusses the role of the Chief Information Officer (CIO) and argues that their role will change in the next 10 years. Currently, the CIO role is often poorly defined and misunderstood. However, CIOs play an important role in developing business and information strategies, managing information as a key asset, and driving innovation and change within organizations. In the future, the CIO may take on more of a leadership role bridging the gap between business and IT to facilitate better information management.
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CIO Role Will Disappear in 10 Years Says Independent CIO
- 1. The Independent CIO Bill Limond Independent CIO Heythrop Park 4th October 2012 www.Limond.com
- 3. CIOs will disappear in 10 years • Role of CIO will disappear within 10 years. • When IT standard, organisations no longer need CIOs. • Until then organisations still need CIOs. • But role often ill-defined, confused & misunderstood. • More than half of CIOs said no clear definition of role. • 71% of senior managers & 91% of analysts agree. • Many CEOs & executives don‟t understand what is required for CIO to be successful. • No standard role for the information officer. • IT dependent on needs of organisation. • • Cranfield School of Business & Deloitte research.
- 4. Bill Limond – CIO Speedy CV Independent CIO :- • City of London • British Gas • BAESYSTEMS • Pilkington • UK Government • Alghanim - Kuwait & India • Audit Commission • Service Corporation International • Rexam Print • BP – Group IS Strategy UK Government Advisor • Programmes, Projects & Procurement
- 5. CIO Role • Lead • Business Solutions • Business Knowledge • Information Management • Strategy • Deliver – Results • Value for Money • Informed Purchaser
- 6. Business & IM Strategy CIO= CHANGE & INNOVATION ORIGINATOR Business Possibilities Strategy INNOVATION CHANGE Capabilities IM Direction Strategy
- 7. IM Value Chain IT IS IM & BP Knowledge Sharing Strategy Knowledge Knowledge Sharing Information Management & Business Process Information IS IT Data Service IT Business Value/Knowledge
- 8. IM Value Chain - Before Gaps and the Wrong Emphasis Strategy Knowledge KS IM Information IS IT Data Services Technology Business
- 9. IM Value Chain - After Business Emphasis - no gaps Strategy Knowledge KS Information IM IS IT Services Data Technology Business
- 10. Information? “In the End All that we have to manage is - Information.”
- 11. CIO Mission Facilitate & improve - cost effectively :- Management & Communication of Information Streamlining of Business Processes Knowledge Sharing
- 12. IM Supply Chain Leadership What? How? Do Run Business Progs & Service Need Strategy Projects Delivery Shared Services & Infrastructure
- 13. Client Focus - IM Lifecycle Strategy Business Strategy Solutions Client Change Focus Continuity Customer Programs & Service Projects Delivery
- 14. CIO Olympic Rings of Success What? How? Business & Architecture Strategy IM Vision Relationship Planning Building Business Thinking CIO Leadership Making Technology Work Operations Run Informed Buying Managing Service Programs & Program Supplier Projects Delivery Development Delivery
- 15. IM – Governance „Greek Temple‟ GOVERNANCE Executive Information Business Applications • DIRECTION • INTEGRATION • CHANGE Shared Services MANAGEMENT Infrastructure
- 16. IM – Governance „Dart-board‟ SBUs Local Mandatory HQ
- 17. IM Principles KISS… • Simple • Standardise • Streamline • Share • Secure • Integrate
- 18. Today Mobile BYOD „Consumerisation‟ Social Media Cloud
- 19. Cloud?
- 21. Utility
- 22. Cloud = Utility Benefits • Agility • Scalability • Utilisation Efficiency • Peak load Capacity • Location & Device Independent • Ways of Working
- 23. Cloud = Utility Benefits • Centralisation • Reliability • Security • Cost – Revenue v Capital • Maintenance
- 24. Cloudy Issues ? • Loss of Control • Location & Device Independent • Security • DPA, FOI, Patriot Act • IPR • Peak load Capacity • Centralisation • Reliability • Cost - Caveat Emptor
- 25. Where do we need to be? • Information as Competitive Weapon • Customer Intimacy, Flexibility and Agility, • Streamline Decision & Business Processes • Minimise Costs • Focus - Strategic Imperatives • Align - CSFs/CBPs • Manage Customer relationships (CRM) • Exploit & Share Knowledge • Sweat the Assets
- 26. AIMS Bridge Business - I.T. Gap Business Ownership Customer Focus Provide Global Reach Instant fingertip access to Information Flexibility Reduce costs Spread best practice Standardise & Integrate where necessary
- 27. How? • Bridge Business - IT Gap • Form Key Alliances • Quick Wins - Credibility • Rationalise Strategic Information • Standardise, Simplify & Integrate • Train and Empower End Users • Steering Boards & Working Groups • Develop “Hybrids”
- 28. CIO Desirables? • Leadership & CREDIBILITY • „Gravitas‟ & Presence • Business Client Understanding • Find the “Key Stone” – Decision Maker • Intelligent Customer • Focus & Persistence • Stress Handling Ability
- 29. CIO Desirables? • Respect for People & Empathy • “Can Do” Attitude & Energy • Networking & Communication • Sensitivity - Political & Environmental • Adaptability & Flexibility • Carpe Diem – Strategic Opportunism • GSOH
- 30. CIO Role • Lead • Business Solutions • Business Knowledge • Information Management • Strategy • Deliver – Results • Value for Money • Informed Purchaser
- 31. CIO or DIM • Understand the Business • Be the Business • Hybrid • Exploit ICT • Bridge the GAPS
- 32. CIO Rope Tricks 1. Let users pull - don't push I.T. (too much) 2. It's easy for the organisation to tie itself in I.T. knots 3. Harness the potential 4. Keep your balance 5. Avoid the lynching party
- 33. CIOs will disappear in 10 years? • Career Is Over? • When IT standard, organisations will no longer need CIOs? • Organisations still need CIOs • Information ASSET • Change & Innovation Originators.
- 34. Information? “In the End All that we have to manage is - Information.”
- 36. The Independent CIO Bill Limond Independent CIO Heythrop Park 4th October 2012 www.Limond.com
Editor's Notes
- Greetings to CIOs of Beijing and China from City of London.As you know it is an exciting time for us - as we have the honour to host the Olympics in 2012.This is a link with you, as you hosted the last, successful, impressive and exciting Olympic Games in 2008. We aim to try and emulate your success!
- Recent Research by the Cranfield School of Business and Deloitte Consultants indicates that people believe that the role of CIO will disappear within 10 years. Do you believe that???They say that, when IT becomes a standard commodity, organisations will no longer need CIOs.However, it is clear that until then organisations will still need CIOs.I believe that this is a gross misunderstanding of our role as CIOsOur organisations clearly do not understand the role of CIOs.Our organisations need IT systems to manage the :-INFORMATION & KNOWLEDGE Assets and Stream-line Business Processes.
- First let me tell you a little about myself and my career as an independent CIO.I am currently the CIO for the City of London. I have been CIO for a number of varied companies in Britain. These range from $100 billion dollar companies in Oil and Gas, and Defence.And in Asia.I also have been a CIO for a number of different and varied government organisations I act as a UK government advisor on programmes, projects and procurement.
- It is clear that the CIOs role is to lead, but what?The focus most be on providing solutions to the business.These solutions must focus on improving the management of information and the sharing of knowledge in the organisation.The role is at a strategic level. It is all too easy to get lost in operational detail.At the same time as dealing with the strategy, the CIO has to deliver programmes and projects, results, fast. Also, the CIO must deliver economic value to the organisation.An important role is to act as the informed or intelligent purchaser of information services.
- The CIO has to engage with the business at a strategic level. The business is responsible for developing the business strategy.This shows the direction that the business is goingThis indicates to the CIO the direction for the Information Management strategy The CIO in turn will show the business what are the IT capabilities and possibilities.This will support the business in driving forward Change.
- The CIO has responsibility for the IM, Information Management value chain. We use IT, Information Technology to create the information systems. IS We use IS to manage information and streamline business processesAnd, as a long term aim, to enable people to share knowledge within the organisation.
- However, in many organisations we find that there are gaps in the IM Value Chain.Between IT, IS IM and Knowledge Sharing.Often there is the wrong emphasis, at the lower levelsThe emphasis is often on IT and not on business information and knowledge.Our task as CIOs is to :-Close the GapsRestructure andRefocus
- The focus for the value chain should be on ‘gearing up’ ITTo drive the IS, Information Systems Which in turn are ‘geared up’ -To drive IM, Information Management.This then is geared up to enable KS, knowledge sharing, across the organisation.
- However, just like the role of the chief executive, the CIO’s role is not straight forward.As Warren Bennis says; running a organisation is more like leading a jazz ensemble than conducting a classical symphony orchestra.We often have to negotiate and influence and above all gain CREDIBILITY to get results and deliver
- So the role of a CIO for the Information Management Services Department is to supply IM services to the organisation.We divide the IM supply chain into management areas.First of all WHAT does the business need.What solutions can IM provide?Next HOWare we going to deliver the business solutions? What is the strategy?Then we have to deliver these business solutions through programmes and projects.Finally, we then have to deliver a 1st class service on a daily, ‘business as usual’ basis to the business.The CIO and IM department provide leadership through the supply chain.Supported by shared services and infrastructure.
- This model of the IM supply chain enables us to build a client focused IM organisation, on the IM lifecycle model.. The 1st part of the organisation focuses on business solutions – the WHAT.The next part of the organisation focuses on strategy – the HOW. Then programmes and projects have to deliver these solutions. And finally, we deliver an excellent customer service on a daily, business as usual basis.So as we look at the organisation the top part of the organisation is focused on strategy.The bottom half focuses on delivery.This is the IM life cycle.
- This model enables the CIO to develop an ‘Olympic rings’ of success, organisation.First of all, the WHAT needs business thinking.Next the HOW needs to develop architecture and planning while building the relationship with the business.Then we have to develop programmes and projects to make technology work.And finally, hand over the operations to deliver a top class daily, BAU service.The CIO provides the leadership to make sure that this works.
- The CIO has to provide Information Management Governance. This is what I call the Greek Temple model of the organisation.First of all we have Infrastructure Foundation - to support the whole structure ; Then we have shared services = for corporate systems such as finance, HR and procurement;We then have Line of Business applications for each of the individual business;And, lastly, overall Executive Information to manage the corporation as a whole;IM Governance must provide :- DirectionIntegrationChange managementLEADERSHIP
- The CIO should be responsible for the core mandatory Corporate policies, standards and guidelines Then within each of the SBUs, Strategic Business Units there will be discretion for the SBUs to determine their own, particular SBU policies, standards and guidelines.This leaves a certain number of freedoms at a local level.
- The major principle guiding us the governance of IM are :-StandardiseSimplifyStreamlineShareIntegrateWhere possible AND PRACTICAL
- EVERYBODY’s DOING IT!Mobile devices can transform almost any business for the better.
- So where as CIOs do we need to be ?We need to manage Information as a competitive weapon to enable :-Customer intimacyFlexibility and abilityStreamline decision makingStreamline business processesMinimise costsFocusing on business value
- So as CIOs, our aims should be:To bridge the gap between business and IT.To develop leadership of the business in its IM and IT systems.Focus on the customers. Provide global reach.Promote flexibility.Spread best practice across the organisationand standardise, simplify, share and integrate where necessary.
- So how do we CIOs do this?To bridge the gap between business and the IT function we need to:-Form key alliances with the business .Gain credibility through quick wins.Rationalise strategic information.Mobilise end usersDevelop hybrids = People who are skilled in both business and IT.
- So what are the desirable qualities of a CIO?Above all we need to demonstrate leadership and Build credibility with the business. We need to have gravitas and presence.And a whole host of other skills and qualities.
- So what are the desirable qualities of a CIO?Above all we need to demonstrate leadership and Build credibility with the business. We need to have gravitas and presence.And a whole host of other skills and qualities.
- It is clear that the CIOs role is to lead, but what?The focus most be on providing solutions to the business.These solutions must focus on improving the management of information and the sharing of knowledge in the organisation.The role is at a strategic level. It is all too easy to get lost in operational detail.At the same time as dealing with the strategy, the CIO has to deliver programmes and projects, results, fast. Also, the CIO must deliver economic value to the organisation.An important role is to act as the informed or intelligent purchaser of information services.
- So the CIO or DIM, Director of IM, Information Management needs to:Understand the business.Ideally, be a hybrid one self.Exploit the potential of IT.Above all, successfully bridge the gaps between IT and the business.
- The CIO needs to be able to do some ‘rope tricks’.First, let users pull - don’t push ITSecond, remember that it is easy for the organization to tie itself in IT knots.But also we must harness the potential for IT in the organisation.But we need to remember to keep our balanceand avoid the hanging party.
- Will the role of CIO disappear in 10 years?I don’t think so.Organisations still need CIOs to manage some of the most important assets in the organisation.Information And knowledge = Information in the minds of our people.
- However, just like the role of the chief executive, the CIO’s role is not straight forward.As Warren Bennis says; running a organisation is more like leading a jazz ensemble than conducting a classical symphony orchestra.We often have to negotiate and influence and above all gain CREDIBILITY to get results and deliver
- Greetings to CIOs of Beijing and China from City of London.As you know it is an exciting time for us - as we have the honour to host the Olympics in 2012.This is a link with you, as you hosted the last, successful, impressive and exciting Olympic Games in 2008. We aim to try and emulate your success!