The Chief Information Officer (CIO) SkillsUniversity of ZagrebFaculty of Electrical Engineering and Computing (FER)Damir Kalpidamir.email@example.com
Motivation (1)Our graduates are among best & brightest?Relatively few managers, bosses...An Internet dispute between our engineering students (Fachidioten) and students of economy (ignorant & bluffing)Technical competenceHard to achieveIndispensable
Motivation (2)Other competencesSocial skillsUnderstanding of economy & businessKnowledge of essential legal regulations & practicesEmpathy & sympathy (for the user)Communication skillsHolistic approachWillingness to bother with issues other than technical!High payoff to relatively little effort?Personal experience & Respected literature
The (new?)role of CIOPresentation in 2009From: Marianne Broadbent and Ellen S. KitzisThe New CIO LeaderGartner Inc. & Harvard Business Review Press, 2004Technology:cut the costs, improve efficiency through:integration, automatisation, standardisation.Agility:Management of speed, scope, costs and risks of change.Balance of change requirements with change capabilities.Information:Business insight and understanding to act under changed circumstances.Innovation:Presenting on the market new ideas using comparative advantage and capabilities and developing new ones.
The (new?)role of CIO10 priorities (Gartner):Understanding the essence of environmentProduce a vision how can IT contribute to successFormulate and explain the expectations of IT-based companyDevise an understandable and appropriate IT managementMerge the business and IT strategyBuild a new IT organisation, to be elastic and more focusedDevelop and maintain a high performance for ISManage the new company and IT risksLead, not only manageTransfer the information about your IS using business language
The (new?)role of CIODesirable competences:Understanding the business organisation, policy and culture within the company,Commercial behaviour,Understanding and analysis of competition,Leading, in-sourcing and building of trust,Strategic thinking,Leading, delegation, development,Team building,Influence and persuasion,Out of 25 competencies, CIO must exercise 24 of them, to more or less extent. The only one not applicable for CIO is Design and development of applications.It cannot harm of s/he had been doing it, but should not continue with it as CIO.
Soft skills (1)LeadershipNot necessarily the best expert in technologyExceed business expectationMake IT a source of progressRealise it with your staffDifference between thinking and leadingThink analyticallyAct collaborativelyAdmit to be humanListenDemonstrate your vulnerabilityHumourCareMaintain relationsStay tough
Soft skills (2)
Build relationshipsGreatest opponent to become allyInformal relations not directly connected to hierarchyTwo major groups of users within organisation:Wish to improve the ISAlways complain about ITIdentify informal leaders and influential individuals & build relations with themThey can help or prevent changeGood horizontal links to peer CXOsMore and better information earlierRelationships outside the organisationTrustRespectUnderstanding of the others situationMaintain relationships
Soft skills (3)Social contacts and communicationDo not kill passion and interest in people, use it!Observe the audience reaction and act accordinglyAvoid impressively sounding empty phrasesCreate enthusiasmYou cannot lead if others will not followCreate our visionMotivationActionBuild people firsthandDevelop the next generation of leadersKey stakeholdersPeersBusiness partners(even) the Board of directorsTechnological literacy & confidenceSupplier of talents across the organisation
Gartner Key Findings
In many successful organizations, CIOs are extending their role and responsibilities to become strategic partners of the business. These CIOs incorporate architectural thinking and processes in their role definition. Successful CIOs become catalysts of change in their organizations and take an active role in the C-suite, collaboratively co-creating the business strategy.
Gartner Recommendations for CIOsCollaborate with C-level colleagues and other business stakeholders to actively define, influence and clarify the enterprise's vision and strategy. Use architectural processes to explore the enterprisewide future consequences and implications of the enterprise's vision and strategy to provide context and direction for the development of implementation and development strategies. Engage with business stakeholders to explore future states and their implications. Leverage the current-state architecture as an overview of the business landscape to evaluate the IT portfolio from a business capability point of view, including its relevance, sustainability, distribution across capabilities, and capability gaps and overlaps. Leverage IT's transformational potential to translate the enterprise's strategy into effective business change.
Gartner - Architectural Thinking Thinking about effective enterprise change Holistic: It looks at the enterprise as a whole rather than at its individual components and studies the patterns and relationships that define its dynamics and structures. Environment-aware: It analyzes systems and the implications of strategic choices in the wider context of the environment that the enterprise and its systems operate in. Future-oriented: Its starting point is an envisaged future state of a system. Progressive: It describes how to move a system from its current state toward a desired future state.
IT should know better than the userIn "Managing IT to Support Rapid Growth: An Interview With the CIO of NetApp" (published in McKinsey Quarterly, June 2008), NetApp CIO Marina Levinson discusses the changing attitude of leading CIOs: "Within IT, a big challenge is getting people out of the 'order taker' mode. We shouldn't be saying to our business partners, 'Tell us what to do.' We should instead be saying, 'Tell us what your business challenges are, and don't worry how we're going to get there. Let's work together, and we'll come back to you with a proposal for how we can change both the business process and the systems supporting it to get you to where you're trying to go.
Graham Waller, George Hallenbeck and Karen Rubenstrunk:The CIO Edge Leadership Skills You Need to Drive ResultsGartner Inc. & Harvard Business Review Press, 2010
Evidence from statistically significant analysis of120,000 executives, 1.4 million database records.
Bard Papegaaij: The CIO as Architect: Leading CIOs Use EA (enterprise architectual) Thinking to Drive Transformation and Enable Business Success, Gartner Research, 23 March 2010, ID Number: G00174591
Own experience (1)Vedran, Mornar, Kreimir Fertalj and Damir Kalpi: Introduction of SAP ERP System into a Heterogeneous Academic Community, The Third Global Conference on Power Control and Optimization - Innovation in Optimum Technology, Gold Coast , Australia, 2010. 1-8Locally successful, full deployment questionableSuccessful at FERHigh motivationTo become SAP consultants for higher educationTo prove the value of own departmentTo correct the distribution of budget between departments and between facultiesTo correct the legislation in higher educationRest of the UniversityLow motivation Why to bother with complex SAP? Why to show your IT incompetence? Why to loose privileges? Try to prove that deployment is not possible/ not legal/ not adequate / etc. Some truth in criticism Political correctness prevents from saying the other half of the truth to obstructionists:Thank you for your very useful remarksThank you for your warnings regarding the contractThank you for having noticed some missing details Thank you, thank you, , also for trying to ruin the project!Faced with users unwillingness, the implementer gladly abuses the occasion!
Own experience (2)Damir, Kalpi and Kreimir Fertalj: Development of a new information system for Croatian forestry, ISOne World 2007 - Engaging Academia and Enterprise Agendas, Las Vegas : The Information Institute, 2007. 23_1-23_9
Protracted, questionable successAn attempt to re-educate the semi-qualified IT staff in a state owned organisationTo save their jobs and exploit their knowledge in forestry business processesThe Strategy accepted in 2005Every next step prolonged due to public procurementDelivered a development platform for .NET and C#Education completed for the platformAnother firm got the development & coaching task due to lower price!Expected outcome: failure!
Own experience (3)Stjepan Pavlek and Damir Kalpi: Observability of Information in Databases - New Spins in Data Warehousing for Credit Risk Management, ICSOFT 2008, Third International Conference on Software and Data Technologies, Porto : INSTICC, 2008. 361-368
SuccessfulGood example of a successful spin-off companyFormer students engaged as a Group on contract at the Faculty, working for a major bankDecided to save the value gained through activities on the marketFair distribution of ownership among the Group members and the former employerEstablishing of a spin-off company and ceding the contract with the Bank to itRare opportunity for a new firm to have immediately a major contract!Preserved (a significant amount of) enthusiasm, creativity and dedication
Own experience (4)Damir Kalpi, Vedran Mornar, Mario Kova, Kreimir Fertalj and Mladen Kos: An insight into efforts to establish computerization and e-services for public health in Croatia, Proceedings of the 2005 Networking and Electronic Commerce Research Conference (NAEC2005), Dallas : Southern Methodist University, 2005. 75-91