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CIO DNA What is a CIO and how do we ensure we develop the
right competencies for success?
Kevin Streater, FLPI FBCS CITP MIET
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Agenda
1. Introduction
2. The IT industry landscape
3. Three stage career model
4. The DNA of the CIO
5. Summary & Questions
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What is the role of a CIO?
What is the landscape around a CIO?
?
How do we ensure that we develop the right competencies for
success?
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CIO Headlines
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CIO at the edge or the centre?
CIO relationship with CCIO CIO relationship with other
CIO
Other Stakeholders
Medical
Director
Chief
Clinical
Information
Officer
Clinical
Director
CIO
CFIO
CLIO CCIO
CIO
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Systems
Process Business
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IT Industry Landscape
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Looking forward: IT & Telecoms topics
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Source: Experian / e-skills UK Technology Insights 2011 Trends and UK Skills Implications
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Looking forward: Sand and Sky
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9
Sky issues
Sand Issues
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Consumerisation of IT Communications
convergence
industrialisation of
delivery
Backshoring
Pool of talent / gender
balance
Transformation through IT
Green IT
Digital Native
Borderless Business
Consumerisation of IT Information and Analytics
Reshaping the Data
centre
Real World Web
Communications
convergence
Cloud computing
Innovation
Security and Data
protection
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Cross-cutting Skills Themes
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Source: Experian / e-skills UK Technology Insights 2011 Trends and UK Skills Implications
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What can we take from this?
A chief information officer needs to:
Provide leadership through a landscape of technological innovation and
change.
Act as the interface between the business and the technological functions.
Demonstrate how technology can drive the achievement of strategic goals
and add value to the organisation.
Be an enabler.
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Three Stage Career Model
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IT Industry Career Model
Technical Skills
Specialist Skills
Board Level Skills
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Career Model
Technical Skills Led
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Top Technical Skills in Demand
15 Source: Recruitment and Employment Commission
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Shortage Rating
16 Source: Recruitment and Employment Commission
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Business Skills
CBI EDI Education and Skills Survey 2011 highlighted the following as key skills required of new employees:
1. Self-management readiness to accept responsibility, flexibility, resilience, self-starting, appropriate assertiveness, time
management, readiness to improve own performance based on feedback/ reflective learning.
2. Teamworking respecting others, co-operating, negotiating/ persuading, contributing to discussions, and awareness of
interdependence with others.
3. Business and customer awareness basic understanding of the key drivers for business success including the
importance of innovation and taking calculated risks and the need to provide customer satisfaction and build customer
loyalty.
4. Problem solving analysing facts and situations and applying creative thinking to develop appropriate solutions.
5. Communication and literacy application of literacy, ability to produce clear, structured written work and oral literacy
including listening and questioning.
6. Application of numeracy manipulation of numbers, general mathematical awareness and its application in practical
contexts (e.g. measuring, weighing, estimating and applying formulae).
7. Application of information technology basic IT skills, including familiarity with word processing, spreadsheets, file
management and use of internet search engines.
Underpinning all these attributes, the key foundation, must be a positive attitude: a - approach, a readiness to take
part and contribute, openness to new ideas and a drive to make these happen.
Frequently mentioned is entrepreneurship/enterprise: broadly, an ability to demonstrate an innovative approach, creativity,
collaboration and risk taking.
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Employer Comments 2011
Levels of employer satisfaction with the employability skills of graduates
are higher than for school and college leavers, but there are still alarming
weaknesses in skills around team working (20%) and problem-solving
(19%)
71% of employers expect to increase the number of jobs requiring
leadership and management skills.
52% of employers are not confident of meeting their need for high-skilled
employees.
Employability skills are the most important factor taken into account
when businesses recruit graduates 82% value these skills.
Source: CBI EDI Education and Skills Survey 2011
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IT Industry Career Model
Specialist Skills
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CITP Breadth of Knowledge Syllabus
Strategy and Architecture
Business Change (including Project and Programme Management)
Solution Development and Implementation
(including Testing)
Service Management
(including ITIL and COBIT)
Information Security and Assurance
Management Support and Professional
Issues
Source: BCS CITP Body of Knowledge
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IT Industry Insights
1.
undergraduate level (Level 4) or higher compared to 35% for the overall
UK working population.
2.
Service Management and Delivery and Leadership.
3. In volume terms, the main future skills development needs will be Service
Management & Delivery (40%), Personal Skills (13%) and Programme,
Project & Supplier Management (11%).
4. Skills gaps amongst IT & Telecoms professionals are mostly due to an
inability to fit qualifications around other work commitments.
Source: e-Skills Technology Insights 2010
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IT Industry Career Model
Board Level Skills
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Government IT Profession Framework
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Government CIO Description
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SFIA Level 7 Descriptor: Set strategy, inspire, mobilise
A person performing competently at SFIA level 7 has the following attributes:
Autonomy
Has authority and responsibility for all aspects of a significant area of work, including policy formation and application.
Is fully accountable for actions taken and decisions made, both by self and subordinates.
Influence
Makes decisions critical to organisational success. Influences developments within the IT industry at the highest
levels. Advances the knowledge and/or exploitation of IT within one or more organisations. Develops long-term
strategic relationships with customers, partners, industry leaders and government.
Complexity
Leads on the formulation and implementation of strategy. Applies the highest level of management and leadership
skills. Has a deep understanding of the IT industry and the implications of emerging technologies for the wider
business environment.
Business Skills
Has a full range of strategic management and leadership skills. Understands, explains and presents complex
technical ideas to both technical and non-technical audiences at all levels up to the highest in a persuasive and
convincing manner. Has a broad and deep IT knowledge coupled with equivalent knowledge of the activities of those
businesses and other organisations that employ IT. Communicates the potential impact of emerging technologies on
organisations and individuals and assesses the risks of using or not using such technologies. Assesses the impact of
legislation, and actively promotes compliance. Takes the
date and to maintain an awareness of developments in IT.
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SFIA Level 7 Descriptor: Set strategy, inspire, mobilise
A person performing competently at SFIA level 7 has the following attributes:
Autonomy
Has authority and responsibility for all aspects of a significant area of work, including policy formation and application.
Is fully accountable for actions taken and decisions made, both by self and subordinates.
Influence
Makes decisions critical to organisational success. Influences developments within the IT industry at the highest
levels. Advances the knowledge and/or exploitation of IT within one or more organisations. Develops long-term
strategic relationships with customers, partners, industry leaders and government.
Complexity
Leads on the formulation and implementation of strategy. Applies the highest level of management and leadership
skills. Has a deep understanding of the IT industry and the implications of emerging technologies for the wider
business environment.
Business Skills
Has a full range of strategic management and leadership skills. Understands, explains and presents complex
technical ideas to both technical and non-technical audiences at all levels up to the highest in a persuasive and
convincing manner. Has a broad and deep IT knowledge coupled with equivalent knowledge of the activities of those
businesses and other organisations that employ IT. Communicates the potential impact of emerging technologies on
organisations and individuals and assesses the risks of using or not using such technologies. Assesses the impact of
legislation, and actively promotes compliance. Takes the
date and to maintain an awareness of developments in IT.
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Performance attributes of a level 7 role
A person performing at CIO level needs to be able to demonstrate that they:
Are a decision maker.
An influencer.
Can develop long-term strategic relationships.
Can formulate and implement strategy.
Have high-level leadership and management skills.
Can present complex technical ideas to technical and non-technical audiences.
Can communicate the impact of emerging technologies.
Can assess the impact of legislation and promote compliance.
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Skills Framework for the Information Age Level 7 Skills
Levels Code Subcategory Skill
7 GOVN Information strategy IT governance
7 IRMG Information strategy Information management
7 ISCO Information strategy Information systems co-ordination
7 INAS Information strategy Information assurance
7 INAN Information strategy Information analysis
7 CNSL Advice and guidance Consultancy
7 BPRE Business strategy and planning Business process improvement
7 STPL Business strategy and planning Enterprise and business architecture development
7 BURM Business strategy and planning Business risk management
7 SPIM Technical strategy and planning Software development process improvement
7 POMG Business change implementation Portfolio management
7 PGMG Business change implementation Programme management
7 PRMG Business change implementation Project management
7 RLMT Relationship management Stakeholder relationship management
7 ETMG Skills management Learning and development management
7 DLMG Systems development Systems development management
7 HFIN Human factors Human factors integration
7 ITMG Service strategy IT management
7 SLMO Service design Service level management
7 PROC Supply management Procurement
7 SURE Supply management Supplier relationship management
7 QUMG Quality and conformance Quality management
7 TAUD Quality and conformance Technology audit
IT Governance,
Information
Management &
Business Strategy
Programme, Project
and Stakeholder
Management
Systems design,
development and
service
management
Suppllier, quality
and audit
management
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COBIT 5 Overview
Source: COBIT 5 for Information Security, figure 7. 2012 ISACA All rights reserved
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Journey to the Future-State CIO
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43%
46%
11%
Trending from State of the CIO survey
Runs the IT organisation,
achieving IT operational
excellence & providing
effective, reliable services.
Leverages alignment & close
partnership with the
business to create
enterprise change and
optimise processes.
Creates/enables business
strategy & competitive
advantage through
innovation across and
external to the enterprise.
Three types of leadership emphasis based on your primary activities over time:
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The Journey to The Future State
Emerging Leader
Evolving Leader
Strategic Leader
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Development of behavioural competencies over time
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CIO Executive Council Competencies mapped to SFIA
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