Alan Mumby, Odgers Berndtson spoke at the CIO Event (dot) com

1. CIO Career Management

2. Effective leadership is not about making
speeches or being liked; leadership is defined by
results not attributes.
Peter Drucker

3. About us
Over 200 worldwide partners
Over 50 offices in 29 countries
No.6 globally
1UK search leader

4. About us in TEC and CTO/CIO
Over 35 worldwide partners
50
Over offices in 29 countries
No. 3 globally
2 UK search leader

5. Offices: Worldwide
Latin America North America Europe Africa & Asia Pacific
São Paulo Boston Amsterdam London Middle East Beijing
Calgary Barcelona Lyon Cape Town Canberra
Chicago Birmingham Madrid Dubai Ho Chi Minh City
Dallas Brussels Manchester Johannesburg Hong Kong
Halifax Cardiff Milan New Delhi
Montréal Copenhagen Moscow Shanghai
New York Frankfurt Munich Singapore
Ottawa Glasgow Oslo Sydney
Toronto Hamburg Paris Tokyo
Vancouver Helsinki Rome
Istanbul Stockholm
Leeds Vienna
Lisbon Warsaw
Ljubljana Zürich

6. Typical CIO/CTO engagements
Aegis plc Global CIO
Virgin Atlantic CIO
Jaguar Land Rover CIO & CTO
DWP CIO
GoCompare CIO
Conde Nast International CTO
Huawei UK CTO
Al Futtaim CIO
The UK Government CIO

7. 21st Century CIO attributes
Based on the job specifications from all 2011/12 CIO
searches including both commercial and public sector
profiles.
Technical acuity at an appropriate level.
Commercial instinct/prescience/strategic insight.
Stature & gravitas.
Board level communication skills.
Refined leadership and team ethos. Team builder
(people skills).
Stakeholder management and influencer.
Tendency to action and results – output focussed.
Intellectual horsepower to stay ahead of the Board.
Innovation and creativity.
Capacity to deal positively with change and
ambiguity.

8. The common link between attributes
None, repeat none are measurable, not without
significant psychological profiling.
In the market therefore they all have to be
inferred or deduced by interview, but are vital to
establish.
There is nothing you could write in your CV to
convince us you have these attributes without
meeting you.
So how do you know how good you are?
You start with what you have achieved?...........

9. Achievements and results of the CIO
Should always be couched “What did I do, how
well did I do it, and what did it do for the
business” and always use numbers. Always.
How about the following achievements?
Implemented SAP in 6 months and retired three
legacy applications?
Restructured the IT team to be more customer
facing?
Managed a £60 million budget?
Worked with the Board to develop a five year
rolling investment plan that exactly dovetailed
with the business plan?

10. Achievements and results of the CIO
None of the aforementioned really make any
impact.
What would is;
“Moved 500 users off legacy MS apps to Google
cloud services at a cost of £250,000, at an
estimated annual saving over 5 years of
£3million in license costs alone, whilst
improving service levels and availability by 5%.
Project completed on a tight 6m timetable and
10% under budget.”
What did you do, how well did you do it, what
did the business get?
Numbers.

11. Self-analysis – data to personal attributes
Collect the top six achievements from the CV.
Put them in a column on the left hand side of a
blank page.
Get your list of CIO attributes (no more than 15-20)
on a separate page (leadership, stakeholder
management, strategic thought..).
Put the 3 or 4 attributes you used to deliver each
achievement next to the achievement in the right-
hand column.
Some attributes will repeat…your strengths
probably.
Some will not appear…the things you need to secure
in your direct reports as you do not major on them.

12. Turning insight into action
The attributes you don’t use or have need to be
developed or at least recruited into your team.
The experiences you have detailed show the value you
have added to organisations over time. Why not run
your team by value add measures? The best teams set
monthly “what value have we added” measures to their
performance targets.
It is no longer viable to say – our culture does not
want or demand such insight. You should lead the
change. If you want a Board seat you will have to.
Scout for ways to add value by changing what you
have, building new, retiring old. There is no value add
in stasis.
Make sure your CV reflects the value you have added
BUT don’t harp on about your attributes – nobody will
believe them UNTIL they meet you. Talk them into
your interview, they are pointless by themselves on
your CV.

13. Effective leadership is not about making
speeches or being liked; leadership is defined by
results not attributes.
Peter Drucker