Your Leadership Brand - The CIO as Business Strategist driving innovation When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation. In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly. Agenda included Surveying the broader landscape Is enterprise innovation the Job of IT? The Future-State CIO Model Getting past ‘Business – IT Alignment’ Creating Influence Your leadership brand. Your personal Brand – as you!.

1. Your Leadership Brand
The CIO as Business Strategist driving innovation
ROB LIVINGSTONE
- Principal, Rob Livingstone Advisory Pty Ltd, and
- Fellow, University of Technology, Sydney
19th July 2012

2. AGENDA
• Surveying the broader landscape
• Is enterprise innovation the Job of IT?
• The Future-State CIO Model
• Getting past ‘Business – IT Alignment’
• Creating Influence
• Your leadership brand.
• Your personal Brand – as you!.

3. Surveying the broader landscape
24% of CEOs surveyed in the 2012 PWC CEO Survey
75% of CEOs plan to change innovation capacity in 2012,
of which 24% expect ‘major change’, underpinned in part
by technology.
The eighth annual KPMG 2012 Audit Institute
Report identified “IT Risk and Emerging
Technologies” as the second-highest concern for
audit committees, which is unprecedented in the
history of the report.

4. Surveying the broader landscape

5. Surveying the broader landscape
International Journal of Disclosure and Governance Vol. 7, 3, 198–212, 2010

6. Surveying the broader landscape
Business environment – Volatility is the ‘norm’
http://www.efic.gov.au/country/Economicschartpack/
Pages/currentissue.aspx
www.theaustralian.com.au

7. Surveying the broader landscape
Short term and long term business cycles
Business environment IT environment –
– High rate of change Lead times longer
Forget the
long term
business Why can’t the
plan! business
We’re too agree on what
busy that want!
running the Just give us
business! the specs!

8. Surveying the broader landscape
Has business lost patience with Enterprise IT?
"Despite an abundance of IT Project Management (ITPM)
resources, such as the PMI Body of Knowledge, IT standards
and governance, a large percentage of IT projects continue to
fail and ultimately get scrapped. Recent studies have shown
an average of 66% IT project failure rate, with 52% of the
projects being cancelled, and 82% being delivered late"
Kraft (2008). The Importance of Business Process Alignment for IT Project Management of Commercial Software
with Case Studies. Journal of Information Systems Applied Research, 1 (3)

9. Surveying the broader landscape
A perspective of current IT careers
• Technologies has a half-life of maybe 2 years &
decreasing?
• What will be the impacts on your career in IT?
• Will the Virtual Enterprise shape leadership practices?
• IT is not alone:
– Legal Process Outsourcing (LPO) is alive and well Will ‘global warming’ be
– Clients starting by bypass legal firms and get legal advice shaping the role of
from overseas providers in certain areas enterprise IT?

10. Surveying the broader landscape
A perspective of current IT careers
Self sufficiency, adaptability, speed, multi- Comfort in structure, passing control
skilled, innovative, receptive and to others, single purpose, local
perceptive and responsiveness key to adaptability not encouraged, ‘family’
survival

11. Surveying the broader landscape
Managing the transition
• This refers to a profound change in the operational
context:
– a change that will require the transformation of the
organisation’s strategic intent, direction, action, etc.
– If not managed effectively, survival is not guaranteed!
• "It is not necessary to change. Survival is not
mandatory." - William Edwards Deming

12. Surveying the broader landscape
Managing the transition
• The early detection of change is crucial to:
– The survival of the organisation: good leaders should sense
them intuitively, well before they are generally recognised
– Your career options: As an employee or manager, a major
influence on your career within the organisation are
environmental changes
• Develop and ‘early warning’ radar

13. Is enterprise innovation the Job of IT?
The present
2. Globally, IT led innovations are:
– Expected, ‘the norm’
– Disruptive
– Volatile
– Creating new opportunities, careers, etc
– Creating the ‘flat earth’, supporting ‘Globalisation’
3. Unleash societal and behavioural changes
4. Individuals becoming ubiquitously connected and ‘digital’.
5. Democratization of IT a force to be reckoned with
6. Everyone outside of enterprise IT, no doubt, has an opinion on how IT
should be run!

14. Is enterprise innovation the Job of IT?
The IT profession / industry compared to others:
• Medicine :Since Adam and Eve
• Finance and accounting is said to date back more than 7000 years.
• Law has been around since the start of civilized society; some argue it
helped underpin its formation.
• Sales, commerce and trading has been in place since humankind’s
earliest records and marketing has its origins in the late 1800s.
• Management as a discipline pre-dates the Pyramids.
• IT is the latest arrival – in less than one generation!... yet has been the
biggest change agent in every aspect of life.

15. Is enterprise innovation the Job of IT?
‘IT relentlessly drives and delivers innovation at a global, societal, and
individual level at phenomenally fast rates, yet, paradoxically, IT
departments within organisations often struggle to drive innovation from
within their own organisations to the same extent’
CIO Magazine Summer 2010/2011, Pg 14.
‘The IT Innovation Paradox’

16. The Future-State CIO Model
FUTURE-STATE CIO
Used with permission from the CIO Executive Council
Current Distribution Future Distribution
of CIOs of CIOs

17. The Future-State CIO Model
53% 2012
46% 2011 23% 2012
45% 2010 11% 2011
51% 2007 21% 2010
12% 2007
23% 2012
43% 2011
34% 2010
37% 2007 Trending from successive
‘State of the CIO’ surveys
Used with permission from
the CIO Executive Council

18. Getting past ‘Business – IT Alignment’.
Considerations for the IT leader
Reshape the role of your IT Department
– ‘Alignment’ implies a parallel track
– ‘Immersion’ is what’s needed
– Shift from a technology provider to a Services broker
– Embrace the ‘democratisation of IT’ phenomenon
– Focus on what’s important
– Differing skills needed for in-house IT
– Technology enabled business services is the direction to take
– Hone your business skills

19. Getting past ‘Business – IT Alignment’.
Considerations for CEOs
Bypass your IT department at your peril.
– Encourage and support IT leadership through the transition
– If you have operational, engagement, alignment or structural problems with
your IT Department fix these first
– If IT cost is your primary and sole driver in your approach to managing IT
revisit your assumptions carefully – true innovation requires some investment
– Do not use Cloud as a metaphor for ‘fixing’ fundamental IT problems
– Treat Cloud as one key element of a deliberate business strategy, and ensure
IT are intimately involved

20. Creating Influence.
Power or Influence?

21. Creating Influence.
Power or Influence?
• Formal Power – tied to a formal position where the
responsibilities of that position includes the ability to influence or
make decisions affecting a community
• Informal Power – not tied to any position, often resulting from
personal characteristics. This power allows the person/group to
influence and/or represent a community without formal decision
making.

22. Creating Influence. Wh
at’s
you
rm
Sources of Influence ix?
• Expertise – knowledge, skills and experience relevant to the task
• Reward / coercive – You have the ability to reward or drive people and
situations
• Personal attraction – characteristics associated with likeability (“charisma” and
ability to inspire)
• Effort – dependability and evidence of higher than expected time commitment
• Legitimacy – actions clearly display a particular value commonly held among
partners
• Connections – power and influence through networks, association, etc
• Information – Only you have the information that others need

23. Creating Influence.
Opposites attract?
• Analytical and charismatic / entrepreneurial managerial
approaches – where two worlds collide?
• Analytical:
o Many task oriented individuals are driven by facts,
processes, evidence.
o IT professionals, engineers, accountants,
for example, need to work with precision and in the
‘real’ world
• Charismatic:
o Short term, fast moving, goal oriented, agile, etc
• Management, Leadership and integrity – what’s the mix in your
environment?

24. Creating Influence.
Food for thought...
1. Managing the ‘conversation’
• Steer, don’t block!
• Open questioning
• Inviting responses
2. The fragility of personal reputation – yours especially
3. Handling objections from influential players
4. Controlling the discussion
• Keeping focus
• Never emotional
• Managing uncertainty and anxiety
• Mental resilience
• Self confidence (minus the ego!)

25. Your leadership brand.
1. Follow through with commitments 1. Do unsolicited favors
2. Using truth and information for supporting 2. Emphasize shared vision and
rational persuasion values
3. Demonstrate your competence 3. Be fair
4. Act supportively and be helpful 4. Earn the trust of your audience
5. Possesses Extraordinary personal qualities 5. Exhibit desired Behaviors
6. Protect confidential information 6. Keep promises
7. Emphasize your similarity to the audience 7. Strong sense of right and wrong,
8. Encourage ethical discussions
Manager's Personal Brands (MPB): The Secret of Success or Failure. - Isfahani, Ali Nas, et.al. International Journal of
Business & Social Science, 2011, Vol. 2 Issue 20, p281-285

26. Your personal Brand – as you!.
nd
yo ur bra
March 2011 Harvard Business Review tro l over rs will!
Take con ise othe
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27. ThankYou!
ROB LIVINGSTONE
- Principal, Rob Livingstone Advisory Pty Ltd
- Fellow, University of Technology, Sydney
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W2: www.navigatingthroughthecloud.com
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