Socitm Learning“taster session”Developing the new CIO role

What is the role of the new CIO?Chris Headand Martin Ferguson

Introducing Merlin . . .

. . . but it isn't magic

Topics around the CIO role CIO & CTO Power systems Relationships & credibility Organisational politics

Chief Information OfficervsChief Technology Officer

Topic one – why change?

At a high level, how do the roles compare?

CIO CTOScope

Influence

Job interest

Experience

Knowledge

Skills

Previous career

CIO roles Ensure information is recognised as a

resource and managed accordingly Ensuring proper information governance and

security (information assurance) Helping business to recognise the potential to

exploit ICT Building confidence in the ICT function Spearheading business transformation Ensuring that the technology works

(in order to maintain confidence) increase ICT-enabled change

capability/capacity

Public sector CIOs enable corporate service transformation through

citizen-centred public service reform Develop joined-up business led ICT strategies &

policies Develop collaboration across the public sector,

and with partners in voluntary and private sectors Build productive partnerships with ICT suppliers Improve the public sector’s external IT image and

confidence Maximise the re-use and consistent application of

common ICT components and systems

In short, the CIO is there tobring about substantial change,

enabled by the capability to manageand exploit information effectively

But what do we expect a CIO to do over and above a CTO?

Information management principles Recognising the cost of information Recognising the value of information CIO must get good IM policies and

behaviours widely owned Ensuring effective governance, and

helping to resolve issues Ensuing appropriate personnel take

responsibility for legal compliance

To bring about change at this level it is necessary to change people, and to

change the way they work.We talk about changing cultures, and that

is neither quick nor easy!

Δ= +/ve or = -ve

Time

Mor

ale,

mot

ivat

ion

Impact of goodchange (project)management

Has the Head of ICT (CTO) got what it takes to become the new CIO?

Will the CTO become the CIO? The CIO Forum strategy assumes

CTOs morph into CIOs, but there are other pretenders to the crown!

There are big differences between a technical culture and upbringing and a more general business culture and upbringing

The CIO may need a hybrid background

Managing substantial change as a CIO

Credibility Programme (project) management

skills Detailed knowledge of systems and

processes, formal and informal Resilience Authority

+

++

?

?

CTO rating

Thinking styles

Power systems

Topic 2How do you get peopleto do what you want?

As a manager, what are the ways in which you can get people to do whatyou want them to do?(especially whenthey do not reportto you!)

Getting people to do things Direct instruction Coercion Threat Reward Quid pro quo / you scratch my back . . Persuasion Relationship / trust

Leadership styles Commanding: “because I say so” Pace setting: “do what I do” Visionary: “because I see the future” Affiliative: “because we are all in this

together” Coaching: “try it this way” Democratic: “what do you think?”

After Hay McBer

Indirect forms

Increasingly we have to achieve results with the help of others over whom we have no direct control: those in other teams partners

Other public sector, locally or centrally Voluntary organisation Private sector

Power types Positional power Expert power Resource power Personal power

Which of these would the CTO rely upon?Which of these is most appropriate for the CIO?

Getting people to do things Direct instruction Coercion Threat Reward Quid pro quo / you scratch my back . . Persuasion Relationship

How do we develop personal power?

Answer: Through relationships and credibility- Topic 3

Our colleagues are different from us and from one another

We can influence them in different ways

Influencing styles

Idealistic people: Engage with their personal values Paint pictures and use analogies that have meaning and relevance Be passionate, engage their imagination Show it adds to the greater good

Sociable people: Be clear & explicit, don’t just imply Show how people will benefit Demonstrate immediate practical results Show respect for people

Theoretical people: Show how it fits into their ‘big picture’ ensure a sound theoretical basis appeal to intellect and imagination Be a credible information source

Down to earth people: Organised and structured Practical and realistic Logical and systematic in analysis; and Offer proofs and evidence

CIO (CTO) credibility spirals

Initialcredibility

project

positive outcome

negative outcome

Initialcredibility

enhancedcredibility

reducedcredibility

Vicious cycle Self-fulfillingprophecy

Look fornegatives

Discouragement

Try less

Performless well

Lower expectations

Poor perceptionof value Apathy: can’t win

so doesn’t fight

Disinterested

Unsolicitedcriticism or

rumourReorganiseOutsourceShare another service

Maintaining a virtuous spiral Breaking down into smaller, more

manageable projects Demonstrating delivery of service benefits Managing expectations Extensive communications Celebrating successes publicly Building allies Recognising opponents

Virtuous cycle Self-fulfillingprophecy

Look forpositives

Gives encouragement

Try harder

Do better

Higher expectations

Improving perceptionof value Motivation &

reward

Learning

Activelyseek

feedbackResources shiftfrom direct servicedelivery to ICT-enabled transformation

Organisational politics

Topic 4How do we make the most of what we are?

Organisational politics is not necessarily:

Shabby Manipulative Underhand Deceitful DishonestIt can be done with integrity

You do need to take account of how others use it

Managing political position

Cannot relyupon

their support:help to buildtheir strength

Greatest threatlies here:work to

understand theirobjection andturn around

Low priority

Ensure theyreceive yourcontinuedsupport –maintain credibility

Stan

ceal

lyde

trac

tor

Powerstrongweak

Getting onto the political agenda

Festering soresamongst a

discontentedminority

Fails to makeThe agenda

Of no interestto anyone

(maybe wrongly)

Issues that matterto the

“Ruling coalition”

Opi

nion co

ncer

ned

disi

nter

este

d

Power of the representative groupstrongweak

Anticipate the blocking tactics

Rejection

“Bottom drawer”

Political opposition

Attack detail

“not future proof”

Emotional plea: “How could you do this to me?”

Invisible man “Further investigation

is needed” Scapegoat

“someone else won’t like it”

Deflection – discredit in specialist areas

Theory into practice

Implementation – an iterative process

ThenewCIO

leader

Demand side Supply side1 lead2 understand

The environment

3 create avision & strategy

4 shape & informexpectations

5 create clearICT governance

6 weaveservice & ICT

strategies together

7 build a newICT organisation

8 develop a high-performing ICT

service

9 manageservice &ICT risks

10 communicateperformance

11 obtainfeedback

Summary

Summary The CIO must bring about change –

particularly in culture and IM behaviour Change will be difficult and often resisted CIOs need an armoury of softer skills than are

needed for technical management Personal power is the most effective in this

context CIOs must build relationships and credibility Politics are important, and need to be

understood

Recommended reading

Recommended reading

Thank you foryour attention –we hope thatyou enjoyed it!If you did, pleasebook yourself andcolleagues onto theSocitm Learning course