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IT Manager 2.0
Michael SampsonPrincipal Advisor
Collaboration Success Advisors, Ltd.
Agenda
0900 Outcomes, Approach
0915 Why are you here?0930 IT Manager 2.0 -- Five Issues
1. New Tools 2. From Vendors to Utilities 3. Security 4. Alignment 5. Focus and Intent
1200 So What?
1215 Finish, Lunch
IT Manager 2.0
strategic role
can make an impact within the business
“senior informationexecutive”
CIO
GM of IS
IS Manager
Outcomes
… what 2.0 means for the IT Manager / CIO / senior information executive
… a place and time to discuss these changes
… a personal strategy for responding
Approach
five keyissues
evidence
questions
analysis
summary
1
2
3
4
groupdiscussion exercises
debate
Why are you here?
NameOrganizationGeographyOutcome
Trends
trends
user affinity with and advocacy of specific tools
easy access toother IT tools
cross-organizationalinitiatives / groups
mobility
angst with the“business preventiondepartment”
consumerization of IT
IM, SharePoint, Basecamp
Five Issues for IT Manager 2.0
2.0
new tools
from vendorsto utilities
security
alignment
focus and intent1
2
3
4
5
New Tools
McAfee’s assertion: “fundamentally different …”
SLATES … Search, Links, Authoring, Tags, Extensions, Signals
Eg, Blogs, Wikis, RSS
1
New Tools
1
#1
are they really fundamentallydifferent?
is the techology different or the mode of governance?
what outcomes are critical?
From Vendors to Utilities
“IT is just like a utility provider” (Carr)
For vendors … aggregation of demandExamples:
Hosted CRM Hosted Email Hosted Collaboration
asset service
2
From Vendors to Utilities
organization
vendor
buy sell
ITinstallmanagecustomize
organization
utility
lease provide
IT
vendor
buy sell
ITinstallmanagecustomize
visionoutsourcingprocurement
2
From Vendors to Utilities
IT organizations today must assemble piecemeal components
Utility computing = outsider does it allThree technical trends:
Virtualization (platform agnostic) Grid computing (pooled capacity) Web services (standard interfaces)
2
From Vendors to Utilities
#2
degree of relevance
impact on staffing strategy
impact on innovation
2
“Can my team use Basecamp?”
3
… IT will say: “No”
Security
3
Big Org
PartnerOrg
ClientOrg
SmallOrg
Comp.Orgeveryone inside
everyone everywhere
Security
3
www.michaelsampson.net/2007/02/it_manager_20.html
Security
3
#3
are there real reasons here?
is there a middle ground?
how do we explain the issuesso others “get” it?
4
Alignment
Strategies of the business and IT are alignedAdds value to the businessNot just reacting to the business
Collaborative exploration of optionsTo serve the business vs. IT fiefdom
Balance shared vs. special infrastructure
Alignment
Theory … “alignment is good”
Practice … alignment is difficult
4
IT business
IT
business
4
Alignment
Approaches to forming IT strategy:Collaboration between IT and business Integration of IT and business strategyTechnology-driven business innovationMulti-year planningOpportunities to use emerging tech. IT capabilities of competitors
McKinsey (2007)
4
Alignment
McKinsey (2007)
Alignment
4
#4
is this an issue at your firm?
what does alignment in a 2.0world look like? Does it change anything?
what can you do to make ithappen more fully?
Focus and Intent
CIO as “teacher” and “prophet”Focus …
Business planningFuture thinking
Requires previous success in building a solid IT foundation
5
Norton Nolan Institute (2001)
Focus and Intent
Multiple elements to the job IT strategistFunctional managerBusiness strategistTechnology advocateChange agent
5
Cash and Pearlson (2004)
Focus and Intent
Multiple elements to the job IT strategistFunctional managerBusiness strategistTechnology advocateChange agent
5
Cash and Pearlson (2004)
“… the CIO is actively involved inexploring new business opportunities,
in advising line managers on how to launch IT-dependent business
ventures, and in defining priorities for fundamental organizational
transformation.”
Focus and Intent
1. Outsourcing; impact on innovation
2. Software development practices
3. Customers
4. Service-Oriented Architecture
5. Consumer IT impact on enterprise
6. CIO reporting relationships
5
CIO 100 Symposium (2006)
six issues
Focus and Intent
“ … the CIO has to think and talk like a business person”
Dual planning horizonsShort-term … Quarterly Long-term … Multiple years
Communicate across the enterpriseHang out with CxO peers
5
Gartner (2007)
Focus and Intent
Leadership … for IT and businesEnvision new opportunitiesConvince and energize CxO peersNegotiate for resources
5
CMP Business Innovation (2007)
Focus and Intent
5
#5
where does your time go today?
what’s the most importantcontribution you could make?
how does your agenda needto change?
So What?
1
2
3
Thank You!
Michael [email protected]
Principal Advisor, Collaboration Success Advisors, Ltd.www.collaborationsuccess.com
www.michaelsampson.net
(happy to discuss further; I’m here all day)
