Week 1

 Does the organization even have a CIO?

 Where is your office of the CIO located in the

organization?

 Should the CIO be considered a relevant role

in the organization?
 President and
CEO

VP Sales &
COO CIO CFO VP HR
Marketing

Information
Sales R &D Finance Union Relations
Systems

Marketing Procurement Legal Recruiting

Service Plant Operations Administration HR Management

Distribution
Training

Communications
& Change
Management
 What is the scope of the CIO’s responsibility?

 What is the CIO’s role in an organization?

 Who reports to the CIO?

 Office of the CIO

Program Management
Executive Assistant
Office

Deputy CIO

Enterprise Application Enterprise Call Center

Enterprise GIS Services Administrative Services Enterprise IT Services
Delivery Services Services

Web Application Legacy/Mainframe Business Applications Enterprise Mainframe Operations

Human Resources
Support Application Support Support Infrastructure Support Support

Telecommunications
CSR Payroll/Finance Enterprise Help Desk
Support

Actuate Contract Management CCTV

Salesforce 800 MHz

Broadband/ICBN
 What types of CIOs exist?

 Is that the best type of CIO for your

organization?
 Functional/Operational Head
 Focus on activities that foster IT operational
excellence
 Transformational Leader
 Focus on cross-functional operations, process
reengineering, and automation
 Business Strategist
 Focus on using IT to improve competitive advantage

Adapted from CIO Executive Council. (2009). IT leadership competency model: 9 executive core
business competencies. Retrieved from http://www.cio.com.au/whitepaper/371636/it-leadership-
competency-model-9-executive-core-business-competencies/
 What differentiates each type of CIO?

 Why is differentiation relevant for a CIO?

Functional/Operational Transformational Business Strategist
Head Leader

Develops personnel and Aligns IT Focuses on customer

manages organizational operations with needs and improving
resources strategic plan of customer experience
business

Leads teams Results oriented Profit oriented

Supervises daily IT operations Focuses on change Analyzes market
and vendor relationships leadership demands and trends

Responsible for security Redesigns Has an outward focus,

management processes to gain looking at customers
competitive and markets
advantage

Adapted from IT leadership competency model: 9 executive core business

competencies. Retrieved from
http://www.cio.com.au/whitepaper/371636/it-leadership-competency-
model-9-executive-core-business-competencies/
CIO Type At Present 3-5 Years

Functional 22% 5%

Transformational 52% 23%

Business Strategist 27% 72%

Adapted from State of the CIO survey. (2015). Retrieved from

http://core0.staticworld.net/assets/2015/01/29/state-of-the-cio_2015_final.pdf
 Who do CIOs report to?

 Who does your CIO report to and why?

Years CEO CFO COO Exec Mgt.
Committee
2004-5 40% 30% 13% NA
2006 42% 22% 14% NA
2007 40% 24% 14% NA
2008 41% 23% 16% 71%
2009 47% 16% 16% 74%
2010 43% 19% NA 70%
2011 44 % 22% NA 68%
2012
2013 39% 66%
2014 44% 62%
2015 44 % 64%
Adapted from State of the CIO survey. (2015). Retrieved from
http://core0.staticworld.net/assets/2015/01/29/state-of-the-
cio_2015_final.pdf
Adapted from State of the CIO survey. (2015). Retrieved from
http://core0.staticworld.net/assets/2015/01/29/state-of-the-cio_2015_final.pdf
 What is the tenure of CIOs?

 How long has your organization’s CIO been

employed in his/her current role?

 What was the tenure of his/her predecessor?

 Year Duration
2015 5 years 10 months
2014 5 years 11 months
2013 5 years 09 months
2012 5 years 04 months
2011 5 years 02 months
2010 4 years 08 months
2009 5 years 04 months
2008 4 years 05 months
2007 5 years 01 month

Adapted from State of the CIO survey. (2015). Retrieved from

http://core0.staticworld.net/assets/2015/01/29/state-of-the-cio_2015_final.pdf
Sometimes a CIO is required for a specific role over a period of
time. For example: CISCO Corporation
 1994-2007
 Pete Solvick CIO, Transformational CIO
 Reported to CFO
 2007-2009
 Brad Boston, Functional CIO
 Reported to CFO
 Dec 2009 to Date
 Rebecca Jacoby, Cisco Senior Vice President and Chief
Information Officer, Business Strategist
 Reports to Randy Pond, Executive Vice President of
Operations, Processes and Systems
 What is the CIO’s focus?

 What should the CIO’s focus be?

 How has that changed over the last few years?

Adapted from State of the CIO survey. (2015). Retrieved from
http://core0.staticworld.net/assets/2015/01/29/state-of-the-cio_2015_final.pdf
 What is the CIO’s mandate from the CEO and
the board?

 What types of mandates are possible?

 Why are such mandates relevant to the

organization?
 Leverage:
 These organizations view IT as a provider of fundamental
technology services.
 Their CIOs are asked to leverage IT to streamline operations for
greater organizational effectiveness.
 Expand:
 This widespread mandate includes organizations that expect
CIOs to manage a balanced set of responsibilities to visionary.
 Their CIOs lead IT operations that help expand organizational
capabilities by refining processes and enhancing enterprise-
wide collaboration.
 Transform:
 Organizations with this mandate see IT primarily as providers of
industry-specific solutions to change the business.
 These CIOs are called upon to transform the industry value chain
by enhancing relationships with customers, citizens, partners, and
internal clients.
 Pioneer:
 Here, organizations view IT predominantly as a critical enabler of
the business/organizational vision.
 This group of CIOs is invited to help pioneer or radically re-
engineer products, markets, and business models.
 What would you determine to be the top three
priorities for the CIO going forward?
 Let’s review the CIO’s changing priorities
between years 2014 and 2015.
1. Help reach specific goal for 1. Complete major enterprise project
corporate revenue growth 2. Help reach specific goal for
2. Complete major enterprise project corporate revenue growth
3. Enable a new plan for customer 3. Simplify IT
acquisition and retention 4. Update IT and cyber security to
4. Simplify IT avoid cyber attack
5. Lead a product innovation effort 5. Enable a new plan for customer
6. Reduce IT spending by a certain acquisition and retention
percentage 6. Lead a produce innovation effort
7. Enable global expansion 7. Collaborate with CMO or Chief
8. Update IT and cyber security to Digital Officer on major customer
avoid cyber attack initiative
9. Upgrade internal IT talent 8. Strengthen skills of IT staff
10. Collaborate with CMO or Chief 9. Reduce IT spending by a certain
Digital Officer on major customer percentage
initiative 10. Enable global expansion

Adapted from State of the CIO survey. (2015). Retrieved from

http://core0.staticworld.net/assets/2015/01/29/state-of-the-
cio_2015_final.pdf
 What do these changing priorities mean in
operational and investment terms?

 How do these changes affect the

organization? Or, don’t they?
Adapted from State of the CIO survey. (2015). Retrieved from
http://core0.staticworld.net/assets/2015/01/29/state-of-the-cio_2015_final.pdf
CIO Executive Council. (2009). IT leadership
competency model: 9 executive core business
competencies. Retrieved from
http://www.cio.com.au/whitepaper/371636/it-
leadership-competency-model-9-executive-core-
business-competencies/

CIO Magazine. (205). State of the CIO survey.

Retrieved from
http://core0.staticworld.net/assets/2015/01/29/stat
e-of-the-cio_2015_final.pdf