CEO Behaviour for the CIOCEO Behaviour for the CIO
Peter Nevin
Executive General Manager, Business Processes
Sedgman Limited
CIO Summit
23 July 2009
Sedgman LimitedSedgman Limited
� Publicly listed (ASX code SDM)
� Leading provider of Minerals Processing
� Trading for 30 years +
� Revenue of $300m p.a. +
� Market capitalisation - approximately $160m
� Worldwide:
• Australia
• China
• Southern Africa
• South America.
AgendaAgenda
� Inconvenient Truth
� Types of CEOs (CIOs?)
� View from the top
� CEO Behaviour
� Two silver bullets
� Questions
An Inconvenient TruthAn Inconvenient Truth
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Manufacturing
SalesConsulting
Services
HR
STRATEGY
FINANCE
LEGAL
IT
Types of Types of CEOsCEOs
CIO Executive CouncilLeaders shaping the future of business
The FarmerThe Farmer
CIO Executive CouncilLeaders shaping the future of business
The HopperThe Hopper
CIO HopperCIO Hopper
Strategist/GrowerStrategist/Grower
CIO Executive CouncilLeaders shaping the future of business
View from the TopView from the Top
�Markets
�Suppliers
�Competitors
CIO Executive CouncilLeaders shaping the future of business
=
CEO View of the CEO View of the
CompanyCompany
CIO Executive CouncilLeaders shaping the future of business
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View of the CIOView of the CIO
CEO BehaviourCEO Behaviour
OBVIOUS:
� Leadership
�Operational Focus
�Strategic
THE REALLY OBVIOUS:
What do they care about?
Elevating th
e argument from
Elevating th
e argument from
technology
technology
IT is seen as a strategic, competitive tool
Running the shop reliably
Understanding the power map of the
organisation
Leading business process and product innovation
Position IT and the CIO as agents of change.
"big picture" view of the organisations"big picture" view of the organisations"big picture" view of the organisations"big picture" view of the organisations
the ability to synthesize, calculated riskthe ability to synthesize, calculated riskthe ability to synthesize, calculated riskthe ability to synthesize, calculated risk----taking taking taking taking
Aligning IT with the business
Right communication style
Right communication style
Focus on achieving
effectiveness, not
efficiency, from IT
Institutionalize business values for IT
Manage IT as integral, not as adjunct, to the business
Build an executive team that includes the CIO
Make CEO a Customer
Make CEO a Customer
What Do you Sell?What Do you Sell?
OPERATIONS
SYSTEMS
RELIABILITY
Measures:
� Availability� Useability
DELIVERY
Measures:
� On time� On budget� On scope
LOW COST
Measures:
� Spend as % revenue� IT Staff/FTEs� TCOs
EXCELLENCE OFSERVICE
Measures:
� Internal customersatisfaction
� Company performance
BUSINESSIMPROVEMENT
Measures:
� Cost of businessoperation
� Speed of businessoperations
� Realisation of benefits
MARKET / PROFITIMPROVEMENT
Measures:
� Market share� Company profitability� Customer retention
CAPABILITY EFFICIENCY EFFECTIVNESS
EXTERNALCUSTOMER FOCUS
EXTERNALCUSTOMER FOCUS
OPERATIONS
SYSTEM
RELIABILITY
Measures:
� Availability� Useabil ity
DELIVERY
Measures:
� On time� On budget� On scope
LOW COST
Measures:
� Spend as % revenue� IT Staff/FTEs� TCOs
EXCELLENCE OF
SERVICE
Measures:
� Internal Customersatisfaction
� Company Performance
BUSINESSIMPROVEMENT
Measures:
� Cost of businessoperation
� Speed of businessoperations
� Realisation of benefits
MARKET / PROFITIMPROVEMENT
Measures:
� Market share
� Company profitability� Customer retention
CAPABILITY EFFICIENCY EFFECTIVNESS
External Customer FocusExternal Customer Focus
� All areas
� Know your Business!
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Bonus BulletBonus Bullet
LEADERSHIPLEADERSHIP
�Be self-aware
�Perception is reality
�Concentrate on strengths
�Find best people
� Make the CEO the Customer
� External Customer Focus
� LEADERSHIP
QUESTIONSQUESTIONS
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