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2012 CIO Summit Presentation
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An overview of the role CIOs can play in supporting the Board and CEO
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2012 CIO Summit Presentation
1.
A Seat at
the Table Thursday 19 July 2012 Rory Gregg Partner – Operational Advisory Grant Thornton Australia #CIOSummit @rory_gregg www.rorygregg.com © Grant Thornton International. All rights reserved.
2.
Agenda •
Adapting to rapid change • What do the board expect? • Moving beyond service delivery • Questions © Grant Thornton International. All rights reserved.
3.
External Factors Driving
Change 2012 – another year of instability Key Drivers Symptoms Political and economic turmoil Elevated risk. Unstable investment conditions Corporate collapses. Adoption of unproven Disruptive change business models. Competitive threats Demands for government intervention Rising workforce expenses. Inability to fill gaps Ageing population and skills shortages in workforce. © Grant Thornton International. All rights reserved.
4.
The view from
the top Balanced Scorecard for managing strategy CEO Baseline Deliverables Typical KPIs EPS, share price, revenue, expenses, Ensuring financial success productivity Retaining customer loyalty ARPU, cost of sale, cust satisfaction Nurturing talent FTE, employee turnover Promoting innovation New revenue streams, ROI, margin Risk DSO, compliance audit © Grant Thornton International. All rights reserved.
5.
The view from
the top Balanced Scorecard for managing strategy CEO Baseline Deliverables Typical KPIs EPS, share price, revenue, expenses, Ensuring financial success productivity ARPU, cost of sale, customer Retaining customer loyalty engagement FTE, employee engagement and Nurturing talent turnover Promoting innovation New revenue streams, ROI, margin Risk DSO, compliance audit © Grant Thornton International. All rights reserved.
6.
The view from
the top Balanced Scorecard for managing strategy CEO Baseline Deliverables Ensuring financial success Retaining customer loyalty How do you Nurturing talent fit into this picture? Promoting innovation Risk © Grant Thornton International. All rights reserved.
7.
The Board of
Directors Board makeup and diversity Proportion of Board members with IT backgrounds on Top 50 ASX listed company boards 60% of IT practitioners believe they "collaborate with the business on strategy Proportion of women on Top 50 ASX listed company boards and innovation". 1% IT 55% of IT practitioners believe they maintain an Only 40% of Background "enterprise architecture business managers that can easily agree. accommodate changes to business strategy". 18% Only 30% of business Women managers agree. © Grant Thornton International. All rights reserved. Sources: Forrester, Grant Thornton, CIO NZ
8.
What do the
board expect from a CIO? CIO Baseline Deliverables Dependable infrastructure Accurate budgeting Timely risk identification Quick solutions for executing new strategies © Grant Thornton International. All rights reserved.
9.
What do the
board expect from a CIO? CIO Baseline Deliverables Add value by Dependable infrastructure Expertise in your industry value chain Accurate budgeting Achieving behavioural change Deep understanding of company Timely risk identification financials Quick solutions for executing new Getting out of your silo strategies © Grant Thornton International. All rights reserved.
10.
Know your own
strengths What is your leadership style? Entrepreneurial Leader Transformational Leader High • Business requirements drive • Considers broader decision making organisational strategy for • Challenges the business to decision making Business Impact Entrepreneurial Transformational innovate leader leader • Acts as a business partner • Ineffectual relationships • Ensures structure is aligned to impede rapid change business needs Functional Expert Individualistic Leader • Deep technical expertise • Technology drives decision • Process driven decision Functional Individualist making rather than business making expert leader requirements • Focus on set-up and service • Robust relationships facilitate • Acts as a trouble-shooter Low discrete projects • Can impede innovation Low High © Grant Thornton International. All rights reserved. Influence
11.
Alignment isn’t just
a buzzword CEO Strategic Planning Focus on what matters to the business Areas of focus TECHNOLOGY STRATEGY • Focusing on what • Aligning technology to Growth matters business strategy Customer • Getting the basics right Retention • Innovation (Customer & • Challenging the Quality Quality) business (innovation) Mobility Agility Security Scalability STRUCTURE Flexibility CEO Alignment • Business partnering Focus • Aligned to business needs PROCESS • Outsources vs Insourced • Placing the customer at Customer Talent Centric the heart of the process Reward PEOPLE • Removing barriers Efficiency Engagement • Business capabilities through technology Lean • Alternative Talent sourcing models © Grant Thornton International. All rights reserved.
12.
Translating CEO speak
into CIO priorities CEO Speak CIO Priorities Align the strategy, vision and goals Play a constructive role by creating a shared vision for the in all stages of planning future Plan change steps carefully. Focus on what needs to change Communicate clearly. and visualise the “journey” ahead Communicate often. Support the business. © Grant Thornton International. All rights reserved.
13.
Translating CEO speak
into CIO priorities CEO Speak CIO Priorities Simplify collaboration & Establish two way dialog by communication. involving the whole organisation. Both "top to bottom" and between departments. Align performance management Ensure KPIs match goals. processes to desired outcomes Eliminate KPIs which are and behaviours counterproductive. © Grant Thornton International. All rights reserved.
14.
Translating CEO speak
into CIO priorities CEO Speak CIO Priorities Find quick wins. Identify & measure successes Communicate them. early and often Rinse, repeat. Do your homework. Deal proactively with resistance Eliminate technology or process barriers to changes. © Grant Thornton International. All rights reserved.
15.
Q&A
Rory Gregg Partner – Operational Advisory T +61 2 8297 2531 E rory.gregg@au.gt.com #CIOSummit @rory_gregg www.rorygregg.com © Grant Thornton International. All rights reserved.
16.
Acknowledgements "Forrsights: Business Execs
Increase Direct IT Spend To Support Systems Of Engagement" (Forrester; 2011) http://www.forrester.com/Forrsights+Business+Execs+Increase+Direct+IT+Spend+To+Support+Systems+Of+Engagement/fulltext/-/E- RES72364 "Measuring and Improving IT Governance Through the Balanced Scorecard" (Information Systems Control Journal; 2005) Wim Van Grembergen and Steven De Haes "IT not seen as pathway to board governance" (CIO NZ; 2012) http://cio.co.nz/cio.nsf/news/it-not-seen-as-pathway-to-board-governance “ASX500 companies with Women Directors still demonstrating higher returns to shareholders” http://www.reibeyinstitute.org.au/wp-content/uploads/2011/10/ASX500_Women-Leaders-2 011.Pdf “Taking the Risk Out of Diversity” http://www.cio.com.au/blog/leadership/2012/04/24/taking-risk-out-diversity/ "Managing technology in a 2.0 World" (IT Pro; 2012) Stephen J. Andriole © Grant Thornton International. All rights reserved.