The CIO as agent of transformation developing our capability

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The CIO as agent of transformation- developing
our capability

• Presentation to Socitm South 16th November
  2006Christopher Head

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Our recent and forthcoming reports
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What have these new reports have to say about
developing ourselves?
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The transformation context
A role for changethe role of The CIO
Transformation challenge
Modern publicservices Business processmanagement
Modern publicservices Sharedservices
Modern publicservices Flexibleworking
Transformation in practice
Developing usercapability
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Our agenda

• Where do you want to go?
• Key strengths of the head of ICT
• CIO competencies

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The CIO as agent of transformation
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A parting of the ways?
CIO
CTO
Which way will you go?
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Industrial and information revolutions
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It is not the strongest of the species that
survives nor the most intelligent that survives.
It is the one most adaptable to change.

• Charles Darwin
• 1809 - 1882

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The head of ICTs unique selling points

• Clear and detailed overview of the processes in
  an organisation
• Deep understanding of the impact of change upon
  organisations
• Practical expertise in project management
  methodology
• Capacity for strategic thinking

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What skills does a CIO need?

• A business focus
• Ability to smell danger
• Strength in change management
• Strategic thinking
• Ability to exploit ICT potential for business
  benefit
• Leadership
• Good communications
• Political nous

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There are environmental points too

• The ability of the organisation to embrace
  change
• The role of CIO as the organisation perceives
  it
• The culture and understanding of the organisation
  to embrace this role (demand side)
• The ability and skills of the CIO to deliver the
  role (supply side)

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Kitzis and Broadbent
Supply side
Demand side
1 Lead
2 Understand the environment
10 Communicate performance
9 Manageservice ICT risks
Thenew CIO leader
3 Create a vision strategy
8 Develop a high- performing ICT service
4 Shape inform expectations
7 Build a new ICT organisation
5 Create clear ICT governance
6 Weave service ICT strategies together
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Leadership an industrial analogy

• Leaders have a vision
• Leaders recognised the need for things like
  factories and railways. They had the vision,
  raised the capital, and got them built . . .
  and get things done by others
• On the other hand, managers are different
• Managers made sure that the factories made the
  goods and that railways delivered them to markets
  reliably, day after day . . . they keep
  things going

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Every manager is at times a leader,Every leader
is at times a manager.
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Leadership is often indirect

• We have to achieve results with the help of
  othersBut we have no direct control over
• those in other teams
• partners and customers
• other public sector, locally or centrally
• ALMOs
• voluntary organisation
• private sector
• the community

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Getting people to do things

• Direct instruction
• Coercion
• Threat
• Reward
• Quid pro quo / you scratch my back . .
• Persuasion
• Relationship

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What competencies does the CIO need?

• Advice from
• SFIA
• BCS
• Gartner
• Cranfield University
• Socitm CIO courses
• Ian Watmore
• . . . and many more

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Advice on competencies

• Shaping the demand for e-government
• Organisational awareness
• Relationship building
• Managing expectations
• Communicating
• Negotiating

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Advice on competencies - 2

• Delivering services
• Customer service
• Managing performance
• Strategic working
• Leading change
• Vision
• Leading
• Influencing
• Working in a politically-led environment

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Advice on competencies - generic skills
All too much ! ! !

• Strategic thinking
• Innovating
• Managing programmes and projects
• Managing change
• Managing risk
• Redesigning processes
• Professional expertise
• Team working

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Five things to focus upon

• Understanding the business
• Managing change
• Leadership
• Communication
• Personal characteristics

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Technology and/or information?

• How will you spend your time?

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CIO Information roles

• Increasing information awareness
• Valuing information as a resource
• Information architect
• Owner of the information strategy
• Corporate owner of the information resource
• Information governance
• Information assets register or inventory
• Head of profession for information custodians

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One chief executives view
The CIO and CTO are roles that exist in
every local authority in the country. It is just
that they are often not recognised clearly
enough, not performed well enough, not
sufficiently developed in concept, and too often
reside in the hands of the wrong people.
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If CIO has CTO (former HoICT) role as well, what
proportion of time will they spend on information
and strategic role?
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What an organisation needs
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Possible organisational arrangements
CXO
CXO
CXO
CXO
Head ofresources
CIO
Head ofresources
CIO
Head ofresources
Head ofresources
CTO
CTO
CIO
CTO
CIO
CTO
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Shared services bigger, cheaper, better?

• Practical demonstration of the CIOas agent of
  change?

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Improving the ICT service developing user
capability

• You wont get far as a CIO unless the
  organisation can use what you deliver

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In summary

• Which way do you want to go?
• Remember the engine driver!
• Capitalise on your 4 key strengths
• Process view, change management, project
  management and strategic thinking
• Many competencies to develop
• Concentrate on a manageable set
• Remember the organisational environment
• There are others who might aspire to being a CIO!

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Any questions?

• Thank you for your attention