Socitm Learning “taster session” Developing the new CIO role
description
Transcript of Socitm Learning “taster session” Developing the new CIO role
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