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Elevating the Role of the CIO to Strategic Business Partner

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Information about Elevating the Role of the CIO to Strategic Business Partner
Technology

Published on March 7, 2014

Author: Changepoint

Source: slideshare.net

Description

Vange Yianni, PPM Solutions Consultant discusses:
The Changing Role of the CIO
Adopting the IT Investment Lifecycle
Future role of the CIO
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Elevating the Role of the CIO to Strategic Business Partner Vange Yianni PPM Solutions Consultant

Agenda • The Changing Role of the CIO • Adopting the IT Investment Lifecycle – Key phases of the lifecycle – Benefits to the organisation – Risks • Future role of the CIO

The Challenge…… “For many years, CIOs have been talking about becoming a true partner to the business and the executive management team. But relatively few have broken out of their comfort zones to actually become one.” 17% CIOs have a position in the executive leadership team “While 60% of CIOs strongly believe that they help enable fact-based decision making in relation to corporate strategy, just 35% of their C-suite peers agree.” of

The Changing Role of the CIO • Operational – Execution of the basics — keeping systems up and running, while keeping close tabs on the organisation’s overall IT spend • Strategic – Provide justification of current decisions and communicating future directions and expectations

IT Investment Life Cycle Communicate across the Business Capture Demand Assess the Impact Prioritise Projects Deliver and Track Goals Invest Based on Business Goals

Capture the Demands of the Business Risk Without properly capturing business demand, IT runs the risk of implementing projects that have little to no impact on the business.

Prioritize the Work • As a CIO, there are four “pillars” of prioritisation that need to be balanced in any investment decision: • Finances—use ROI, TCO, Cost of Service • Risks— minimize the business risks and clearly illustrate the risks associated with a failure to proceed • Systems architecture— Systems architecture data allows you to determine how well the technology will fit into your organisation • Corporate alignment— aligning IT with corporate strategies Risk If projects are not prioritised according to business goals, resources can be over committed or misaligned.

Business Value Invest According to Business Priorities High Value • Low Risk (Fund) High Value High Risk (Potential) Low Value Low Risk (Potential) Low Value High Risk (Do not fund) Risk Risk When business priorities are secondary, lack of consistency and poor ROIs are common. Organisations can be forced into “decibel management.

Deliver and Track Goals in Real‐Time Risk When projects are not delivered on time and targeted to business need, market opportunities are missed, costs increase, and customer satisfaction can decrease.

Assess the Impact of the Work Risk Without mapping a project’s success rate to business initiatives, it is impossible to accurately determine the impact of your IT investment. Unless your are engaged in a constant assessment process, applications can perform redundant functions and reduce the return on your IT investment.

Communicate with the Entire Organisation Risk Unless you communicate the true value of IT to business decision makers, IT will be relegated to a cost centre and unable to increase innovation capacity.

Summary Future CIOs will need to: • Serve as a key strategist • Provide a venture capitalist approach in taking calculated risks • Manage and measure the performance and alignment of the IT portfolio fund • Maintain visibility and acceptable risk threshold levels across the IT portfolio

THANK YOU

For more information…… website: www.changepoint.com

15 © 2014 Changepoint Corporation — All Rights Reserved

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