The Big Shift in IT Leadership E-Book

Hunter Muller

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Wiley CIO
• Sprache: Englisch

Seitenzahl: 262

Veröffentlichungsjahr: 2015

Beschreibung

Learn the unique leadership strategies of the effective, essential CIO Beyond the Cloud provides a blueprint for leadership in an era of high volatility, rapid transformation, and amazing growth. An effective CIO is essential to the successful navigation of turbulent and uncertain times, and this insightful guide gives you the actionable framework you need to execute the leadership strategies that work. Focused on the major factors that are critical to modern global enterprise, this book delves into communication, collaboration, relationships, technology, innovation, talent management, and more to provide well-rounded guidance toward principled leadership. Simple, straightforward language explains the basics of each area, and is expanded upon by real-world stories and revealing anecdotes gathered from the author's exclusive interviews with visionary thought leaders from major organizations worldwide. You get perspective from the top on established and emerging leadership strategies, helping you put these ideas to work right away. CIOs are perfectly positioned to provide the leadership required to stay ahead of the competition in complex, rapidly shifting markets. They break down walls, align resources, and facilitate collaboration to drive business value and spur growth amidst an atmosphere of hyper-competition. This guide is your practical handbook for becoming the leader that you need to be. * Establish trust and cooperation across the enterprise * Recruit and retain the top talent in your field * Leverage new technology for continuous business growth * Inspire loyalty and optimal performance from everyone on the team The CIO has never been more crucial to the enterprise than right now. With clear guidance toward the unique leadership skills the role requires, Beyond the Cloud is the foundational executive guide for transformational leaders in the new business era.

Leseprobe

Table of Contents

Title Page

Copyright

Dedication

Foreword

Acknowledgments

Preface

Chapter 1: The New Normal

The Best CIOs Know that Results Trump Technology

Leadership Excellence Is a Critical Competitive Advantage

The Big Shift Is Vital in a Customer-Centric Global Economy

The Big Shift Is a Total Game Changer

7 Action Steps for CIOs Who Are Ready for the Big Shift

Rapidly Changing Technology Plays Directly to CIOs' Strengths

The Big Shift Embraces and Accepts the Realities of Customer-Centric IT

CIO Focus Shifts from Creating Internal Productivity to Driving External Value

Competitive Success Is Linked to Collaboration and Innovation

Shifting Consumer Demands Require CIOs to Adjust to the Experience Economy

Shifting Consumer Economy Raises the Bar for CIOs

Case Closed: IT Still Matters

Notes

Chapter 2: The CIO and the C-Suite

Speaking the Language of Business Is Essential for Exceptional CIOs and IT Leaders

Leverage the Power of Great Habits to Drive Relationships across the C-Suite

Maintain Relevancy and Set the Agenda

Team Leaders Are Not Lone Heroes

Leaders Need “Triple Package” of Critical Traits

In Changing Times, Innovative Leadership Is a Critical Asset

Are You Proactive or Reactive?

Leaders Build Trust, across the C-Suite and within

Preparing for the Future of IT Includes Waging the War for Talent

Find the Best People—You'll Need Them as IT Expands Its Role

Achieving the Right Mix of Talent and Technical Abilities

Why I'm Genuinely Optimistic about the Future of IT

Notes

Chapter 3: Innovation

Great CIOs Leverage Innovation to Create New Products and Drive Real Growth for the Business

CIOs Are Essential for Enabling Innovation

CIOs Are Evolving from Tactical Support to Strategic Leadership

Leaders Create Tangible Value for the Modern Enterprise

Bringing the Consumer Service Experience into the Modern Global Enterprise

Leaders Leverage the Interplay between Consumer and Business Technologies

CIO Leadership Must Move beyond the Boundaries of Traditional IT

Great CIOs Learn the Business's Needs and Use IT to Drive Success across the Enterprise

Chapter 4: Exceptional Leadership

Great CIOs Leverage Trust and Deep Knowledge to Provide Real Business Value in Rapidly Changing Times

Great CIOs and IT Vendors Work Together on Long-Term Strategy

Keep IT Relevant to the Business in Modern Dynamic Markets

Use Best Practices for Building Bridges across the C-Suite

Will CIOs Experience Similar Career Trajectories as CFOs?

When Building Tighter Relationships with the C-Suite, Location Matters

Delivering Real Business Value from Technology Investments

Transforming Vendor Relationships from Transactional to Strategic

In EMEA, Demand Rises for Two Types of CIOs

Forecast: Trends Point to Growth for Visionary CIOs and IT Leaders

Note

Chapter 5: How Much, How Fast?

Create a Smart Process for Engaging Successfully with SaaS Providers

Great CIOs Know When They Have Hit the Limits of IT Outsourcing

Building Trust in the Enterprise Requires Focus, Energy, and Great Leadership

Use the CenterPoint to Maintain Alignment, Adapt to Change, and Sustain Execution

Build Deep Foundations of Trust with Simple Contracts

True Leaders Embrace the Challenge and Accept the Risk

Notes

Chapter 6: Security, Big Data, and the Internet of Things

You Can't Build a Wall High Enough to Keep out the Bad Guys

Leveraging Data across the Enterprise

The New Water Cooler for Better Decisions

As Markets Evolve, IT Focus Shifts to Business Results

Hadoop and the Enterprise Data Warehouse

Great CIOs Perceive the Opportunities and Benefits of Consumer IT in the Enterprise

Connected Devices Are Smarter and Smaller

Transforming IT Is a Critical Step in Building Strong Relationships with the Business

Create a Process and a Platform for Change and Innovation in the Modern Enterprise

Worried about UI versus UX? Focus Instead on Delivering Great CX

Will IT Build the New Front End for the Customer-Centric Enterprise?

Smart Companies Leverage Innovation to Drive Value into the Business

Great Firms Leverage the Skill and Expertise of Their CIOs Before Leaping into Newer Technologies

Getting Serious about Cybersecurity

Hunting on the Network: Q&A with Cybersecurity Expert Shawn Henry of CrowdStrike

Dealing with Cyber Crime Requires a Realistic Mindset

Focusing on Future Trends

Five Key Trends that Are Fundamentally Transforming IT Leadership

Notes

Recommended Reading

Meet Our Expert Sources

About the Author

About HMG Strategy LLC

Index

End User License Agreement

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Guide

Cover

Table of Contents

Preface

Begin Reading

THE BIG SHIFT IN IT LEADERSHIP

How Great CIOs Leverage the Power of Technology for Strategic Business Growth in the Customer-Centric Economy

HUNTER MULLER

Copyright © 2015 by Hunter Muller. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Muller, Hunter, 1960—

The big shift in IT leadership : how great CIOs leverage the power of technology for strategic business growth in the customer-centric economy / Hunter Muller.

pages cm.–(Wiley cio)

Includes index.

ISBN 978-1-118-86712-9 (hardback)–ISBN 978-1-119-12325-5 (ePDF)–ISBN 978-1-119-12326-2 (ePub) 1. Information technology–Management. 2. Strategic planning. I. Title.

HD30.2.M84946 2015

658.4′038–dc23

2015010260

Cover Design: Wiley

Cover Image: © iStock.com / Harvepino

For Sandra, Brice, and Chase

Foreword

Technology is disrupting business and changing the face of IT. No longer can CIOs and IT professionals operate in a silo. Today, we need to become business leaders who understand the businesses and how to use technology to help solve business problems for our external customers. Technology disruption changes the traditional IT model, but we embrace it and capitalize on the changes to improve our business results.

Leadership is key to thriving in this new environment. In past years, CIOs rarely presented to the boards of their companies. When they did, their presentations typically focused on technical matters. They worked to keep their presentations short because they knew that senior executives were not especially interested in technology. Today, when I meet with the HP board, I encounter an engaged and interested audience. Most business people today understand the value of technology, and they want to know how IT can contribute to improved business outcomes.

In many ways, the job of the CIO is harder now than it was in the past. It is no longer enough to provide technology solutions to the business. We are expected to deliver business value to the enterprise. That's a huge shift for the CIO role. Today, we are truly integrated with our businesses, and we must meet high expectations. Executive management expects us to provide solutions that will help the company launch new lines of business, enter new markets, acquire new customers, and ultimate increase revenue.

Hunter and his team at HMG Strategy are doing important work as they work to elevate the role and responsibilities of the twenty-first-century CIO. We've known each other for many years, and I know he believes in the value that CIOs bring to the modern enterprise. As CIOs we've changed, adapted, and evolved to stay current with the demands of the networked global economy. I'm confident that I speak for many CIOs when I say that we appreciate these efforts.

Ramón BaezSenior Vice President and Chief Information Officer, HP

Acknowledgments

This is my fourth book as a Wiley author. Like my previous three books, it is primarily a work of research and journalism, with interdisciplinary knowledge gathered from multiple sources. The concepts and insights described in this book are derived primarily from the experience that I acquired over three decades as a consultant in the IT industry. But this book also represents two years of steady inquiry, involving dozens of interviews and conversations. I could not have completed this book without leveraging the collective wisdom of many expert sources and advisers. I thank them sincerely for their time, their energy, their intelligence, their guidance, and their generosity.

I am deeply grateful to Rich Adduci, Thaddeus Arroyo, Ramón Baez, Ashwin Ballal, Linda Ban, Mike Benson, Vic Bhagat, Colin Boyd, Asheem Chandna, Gavin Colman, Bob Concannon, Mike Conley, Lee Feinberg, Jay Ferro, Greg Fell, Mike Fitz, John Foley, Ursuline Foley, Steve Gold, Roger Gurnani, Doug Harr, Patty Hatter, Shawn Henry, Jeanette Horan, Bask Iyer, Sheila Jordan, Mike Kail, Bruce Leidal, Tony Leng, Ralph Loura, Robert Lux, Sandra Kurtzig, Andi Mann, Mike Marcotte, Israel Martinez, Gerri Martin-Flickinger, Tim McCabe, Chris McGugan, Eric McNulty, Chris Miller, Giles Orringe, Steve Phillips, Ken Piddington, Mark Polansky, Steve Randich, Greg Roberts, Bill Ruh, Tony Scott, Kevin Sealy, Naresh Shankar, Frank Slootman, Dave Smoley, Tim Stanley, Patrick Steele, Kim Stevenson, Cynthia Stoddard, Clif Triplett, Dee Waddell, and David Wright.

While researching and writing this book, I received invaluable assistance and ongoing support from my colleagues at HMG Strategy: Hillary Blair, Cathy Fell, Melissa Marr, and Kristina Perkovic.

I also extend my sincere thanks to Sheck Cho and Stacey Rivera, my editors at John Wiley & Sons, who had faith in the value of the project and were patient when I missed my deadlines.

I owe a special debt of gratitude to Mike Barlow, the author of numerous books, white papers, reports, and articles. Mike served as editorial director and project manager for this book and for my previous three books. Thank you again, Mike!

Most of all, I want to thank my wife, Sandra, and our two sons, Chase and Brice.

Preface

There's no question that IT has reached a tipping point. The sense of change is undeniable. Everywhere you look, the signs all point toward the largest and most significant transformation since the dawn of IT.

Naturally, chief information officers (CIOs) are at the eye of the storm. And that's where they should be—at the center of the action. No top executive is better suited to understand the epic scope of the transformation; no other executive has the skill, experience, knowledge, and temperament required for these turbulent times.

The C-suite rightly looks to the CIO for guidance. My advice to the CIO is simple: Be ready to lead. Your leadership is required, and it is absolutely necessary.

I've been researching this book for two years, and it's been quite an educational process. I've learned that some of what I knew is still valid and valuable. I've also learned to shed some of my older beliefs and to embrace newer ideas that resonate with greater potential. Like most of us, I am keenly aware that as the modern enterprise becomes more open and more customer-centric, the risk of cyber attacks increases. That awareness shouldn't lead us to a place of fatalistic complacency or acceptance. Yes, we must be mindful of the threats we face. But we must be steadfastly determined to provide the safeguards and strategies necessary for competing successfully in spite of the dangers.

Over the course of conducting interviews for the book, many incredibly valuable insights emerged. Here's a quick list of the main takeaways:

The big shift is from inward-facing IT to outward-facing IT.

CIOs must shift focus from internal customers to external customers.

IT must shift focus from providing service to providing value.

Everything is moving to the cloud; CIOs must assume a “cloud first” mentality.

Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent.

CIOs need to work closely with the business to create innovation that drives real value.

CEOs expect more from their CIOs than ever before.

CIOs must deliver on a higher set of expectations, or they will be replaced.

CIOs must shift from a

measurement

mentality to a

value creation

mentality.

CIOs must shift focus from historical data to real-time information.

Today, IT is all about creating real business value.

All business is digital. All business.

When IT has a bad day, the business has a bad day.

IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business.

CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift.

I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of IT leadership, and it reflects more than three decades of experience in the world's most fascinating industry. I'm sure you will agree that now is the best time to be an IT leader. I urge you to accept the challenge and to become a guiding force for positive change in this exciting new era of dynamic transformation.

Chapter 1The New Normal

EXECUTIVE SUMMARY

For CIOs, expectations have risen dramatically. In addition to delivering near-perfect levels of operational service, CIOs are expected to provide astute guidance and advice that supports enterprise strategy and drives real business growth.

I've written a lot in the past three years about the transformation of information technology (IT) from a cost center to a value center. The chief information officer (CIO) now has a seat at the C-suite table, and the C-suite expects the CIO to deliver real business value!

Delivering real business value is a major part of what I've been calling the big shift. In the past, CIOs were under constant pressure to reduce costs. Although that pressure hasn't gone away entirely, it's been replaced by new pressure to help the business units drive revenue. The old game was all about the bottom line; the new game is about both the bottom line and the top line.

Another key component of the big shift is the change in focus from internal users to external customers. Increasingly, IT is serving the company's customers. Unlike internal customers, external customers generate revenues. If they don't receive great service from your company, they won't merely complain—they will find another company to serve their needs, and your company will lose revenue.

Without a doubt, the game has been elevated and the stakes for IT are far higher than ever before. That's why I call it the big shift—the role of IT is changing enormously and rapidly.

If the new role of IT is enabling the business to deliver value, then delivering great service is clearly a prerequisite. Internal users might be willing to put up with spotty service, but external customers have choices. And they will walk. Great CIOs see the writing on the wall and have already prepared for next level of competition.

Are you ready to play the game at a higher level?

The Best CIOs Know that Results Trump Technology

A good friend recently reminded me that most IT users don't really care about technology—they care about the results that technology delivers. Great CIOs understand that having great technology is less important than delivering great user experiences. My friend cautioned against the tendency to equate technology with results, and urged CIOs to look in the mirror and ask themselves if their IT departments are perceived as a corporate-style Department of Motor Vehicles.

There's an excellent reason why we always talk about people, processes, and technology. You need all three to provide the best possible IT service. You simply cannot get the job done with great technology alone.

But here's the really important takeaway: CIOs who can't deliver great results will never be able to deliver the value that corporate leadership wants and demands from IT.

Leadership Excellence Is a Critical Competitive Advantage

As we enter an era of extreme dynamism and unprecedented innovation, I am absolutely convinced that a new and higher level of IT leadership is required. The modern enterprise expects IT to deliver real business value and contribute significantly to revenue growth in ultra-competitive markets. Failure is simply not an option.

From my perspective, IT leaders must embrace the challenges and opportunities of the new era or fall by the wayside. Successful IT leaders must be fully integrated, multirole C-suite players; they must be stellar communicators; they must know how to create and sustain crucial partnerships across the C-suite; and they must win the war for talent by attracting, hiring, and retaining the best and the brightest of our industry.

Make no mistake: The big shift is happening. It's here, it's real, and IT leaders need to up their game. I strongly believe that we are experiencing a golden age for information technology, and that now is absolutely the perfect time to be an IT leader. The old model is broken, and a new model is emerging.

Together, we are taking a momentous and important journey. Together, we are envisioning and creating the future of IT leadership. Collaboration is the key to innovation, and innovation is the key to business growth.

The Big Shift Is Vital in a Customer-Centric Global Economy

For many of us, the IT industry has always revolved around technology. That's what probably drew us to the field: the cool technology that most people would never understand. We were a lot like the leather-jacketed barnstorming pilots of the early twentieth century—more interested in the technology itself than in the people and companies who might benefit from it.

Those early days have passed, and we have entered a new phase in the history of the IT industry. Our focus has shifted from ourselves to the people who use the technology services we provide. The shift in focus isn't trivial; it represents an enormous change in the way we operate. Our primary job is no longer just making sure that all the technology works—now our job includes making absolutely certain that the technology drives real business value in our interconnected digital global economy.

That's a tall order. It means we're not merely responsible for how well our IT systems operate within the limited boundaries of our own organizations; we're responsible for how well our IT systems work in markets and locations all over the world!

That's why I think the metaphor of shifting gears aptly reflects both the challenge and the opportunity facing today's IT leaders. We have a clear choice: We can shift into a higher gear to keep pace with the changing world around us, or we can cruise comfortably in the slow lane and watch as the rest of the world speeds ahead of us.

The old paradigm is fading, and a new one is replacing it. Speeds and feeds are fine, but having great metrics won't pay the bills. Today's businesses focus on delighting customers, because that's how you make the most money. Thanks to years of cost-cutting, IT is as lean as it's ever going to get. The new challenge is leveraging IT to drive revenue. We've made our contribution to the bottom line; now we have to help grow the top line!

Instead of grumbling, we should be rejoicing. IT is ideally positioned to help the business develop new products, enter new markets, and find new sources of revenue. In a recent column, I wrote about how the combination of social, mobile, cloud, and big data is creating new demands from the business for more IT services. The business wants everything faster, better, and bigger. From my perspective, this is a perfect opportunity for the IT team to demonstrate its business acumen, its work ethic, and its effectiveness under pressure.

If we do this right, together we can launch a new golden age for IT. All of the newer technologies will require tight integration with existing IT infrastructure and intensive support from IT staff. That will translate into thousands of important IT projects—a veritable bonanza of new work.

So here are some of the big questions: Are you ready for the big shift? Are you ready for the additional responsibility, higher visibility, and elevated status it will bring? Are you willing to make the effort required to crank up the pace and work in a place that's outside your comfort zone?

For most of us, I know the answer is an unequivocal yes! These are exciting times ahead, and strong IT leadership will be critical to the success of competitive organizations. I am looking forward to a phenomenal year of growth and opportunity for all of us. Together, we will provide the leadership, innovation, and transformation needed for continuing growth in our rapidly changing global economy.

The Big Shift Is a Total Game Changer

For many years, the primary function of IT was enabling the business. Today, IT often is the business. That's a major transformation. There's no place to hide—IT is front and center.

The big shift is the change from inward-facing IT to outward-facing IT. When IT faced inward, it had a relatively small set of customers to satisfy. Basically, the customers of IT were internal users, and that means they weren't really customers. They were captive users, and they had no choice but to use whatever technology IT gave them.

The consumerization of IT changed all of that. Now those internal customers don't need IT anymore—they can pretty much use any technology available on the market. Hence the growth of shadow IT.

But what's more important—and this is at the heart of the big shift—is that IT's customers are now the same people as the company's customers. That's a huge difference!

Instead of serving captive customers with no choice, IT now serves paying customers who are free to choose from multiple suppliers. If those external customers aren't happy, they will find another supplier and your company's revenues will plummet.

That is the essence of the big shift. In years past, IT only had to worry about a handful of internal users. Now, IT has to worry about real customers and real markets in a hypercompetitive global economy.

In a very real sense, IT has stepped up. We're playing in the big leagues now. Today, IT really matters. It matters to the top line and to the bottom line. When IT has a bad day, the company has a bad day. When IT is on a roll, the company is on a roll.

There's no point in talking about “aligning IT and the business” when IT is the business. In the modern enterprise, IT and the business aren't merely acquainted—they are best friends. I imagine IT and the business as a pair of Olympic figure skaters. They move together as one, in perfect synchronization, with total harmony and a shared sense of purpose.

The big shift is more than a trend—it's a template for the future.

7 Action Steps for CIOs Who Are Ready for the Big Shift

If you're looking for the latest update on the current state of the modern CIO, you'll need to talk with Linda Ban. Linda is C-suite program director at the IBM Institute for Business Value and a good friend. We were honored that she agreed to share her findings at our recent CIO Executive Leadership Summit in Detroit.

Linda's presentation, “Moving from the Back Office to the Front Lines,” contained so many nuggets of great insight that it was hard for me to pick which one to write about in this book.1 After a subsequent conversation with Linda, though, I decided to focus on an action list that Linda included at the end of her presentation.

Linda recommends seven action steps for CIOs who want to elevate their game, build tighter bonds with senior executives, and drive real business value across the enterprise:

Architect the digital blueprint.

Become an information steward.

Get the basics right.

Eliminate cyber threats.

Collaborate around the clock.

Strengthen relationships across the C-suite.

Look above the operational parapet.

“If you think back five or six years ago, IT was focused on back office operations and technology. The job of the CIO was keeping everything running,” says Linda. “Today, the focus is increasingly on providing solutions to business problems. It's not just technology for technology's sake.”

Great CIOs focus on solving business problems, says Linda. But in order to do that, you need a solid understanding of the business. You need to spend time with your company's customers and spend time in the field learning about how your customers are using technology.

“For example, mobility means more than just smartphones and tablets. Mobility is about converting processes and extending their capabilities onto different types of devices. Frankly, that's a huge change for many folks. It means breaking away from a lot of preconceived notions,” says Linda.

In other words, you cannot simply take a business process and transfer it from a green screen to a tablet. You really need to optimize it for mobility, which means truly understanding the mobile user experience.

“People want to do things faster, and they don't want complexity,” says Linda. Successful CIOs focus on reducing complexity and finding solutions that people are comfortable using.

From my perspective, Linda's recommendation fit nicely into the larger themes we discuss at our events, in our newsletter columns, and in this book. Essentially, the focus of the CIO is shifting from the quality of the technology to the quality of the user experience. That change in focus requires a huge shift in IT leadership strategy. Great CIOs are embracing the shift and staying ahead of the evolutionary curve.

Rapidly Changing Technology Plays Directly to CIOs' Strengths

My friend Asheem Chandna is a partner at Greylock Partners, one of the world's leading venture capital firms. Based in Silicon Valley, Greylock was founded in 1965 and has $2 billion under management. Asheem keeps a close watch on the technology space, and I recently asked him to share his vision about the evolving role of the CIO.

“For CIOs, there are three areas of opportunity. The first is moving from a purely operational role and becoming a true partner of the business. That will result in having a more strategic seat at the table,” says Asheem.

“The second is leveraging the broader IT ecosystem. That's where cloud comes in. Remember, it's not all about costs. You also have to enable business agility,” he says.

“The third is security. The reality is that security costs will grow, and the CIO will have heightened responsibility for managing security across the enterprise,” says Asheem. “The C-level and the boards will expect the CIO to step up and assume more responsibility for security.”

I find Asheem's insight truly valuable. He certainly paints a crystal-clear picture for CIOs who want to elevate their careers in today's rapidly changing business environments.