Gartner - On Cios PDF

Working With the Executive Team
Learning From Effective CIOs
European Symposium/ITxpo Nick Kirkland
Palais des Festivals

Cannes, France
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Working With the Executive Team: Learning From Effective CIOs
CIOs are the linchpin for executive teams striving to create IT-enabled businesses.
Use the CIO Executive Success

Cycle to Set a Leadership Agenda
The CIOs leadership agenda is critical, yet
difficult to set
Effective CIOs use four habits which combine to
create the Executive CIO Success Cycle
HABIT 1 Shape demand
HABIT 2 Set expectations
HABIT 3 Deliver
HABIT 4 Lead
Use the CIO Executive Success Cycle to set a
leadership agenda
These slides are for internal use only. External use of Gartner copyrighted material must be approved in writing by
Gartner Vendor Relations. Please e-mail your usage request to quote.requests@gartner.com for approval.
Source: Gartner EXP Research
How are CIOs reshaping their executive roles and strategic agendas?
The CIO leadership agenda is critical to delivered business performance, yet that leadership
agenda is difficult to set, especially in the face of newly competing pressures and tensions.
How do effective CIOs set their leadership agenda? To answer this question, 30 leading
executives responsible for IT from around the world were interviewed. From this, and with
input from many of the EXP global team, the CIO Success Cycle was identified as the way
effective CIOs set their leadership agendas.
This presentation draws on Creating the CIO Executive Success Cycle, led by Andrew
Rowsell-Jones, a Gartner EXP Premier report completed jointly by Gartner EXP programs
and Korn Ferry Technology Practice.
The authors would especially like to thank for their generosity all those 30 business
executives that contributed to our research for this study.
Nick Kirkland Copyright 2001

32F, ESC13, 11/01 Page 1
The decisions CIOs as IS leaders make are critical, yet deciding on a leadership
agenda can be tough.
The CIOs Leadership Agenda Is

Critical Yet Difficult to Set
CIOs leadership agenda is critical to delivered

business value from IT
Have-tos are completed; more options are
possible
However, there are competing pressures and
tensions
Multiple trade-offs to consider
Forces competing for attention
Internal and external pressures pulling in
different directions
How do you set your leadership agenda in the face of great uncertainty?
IT is critical to enterprise performance. Delivering business value from IT depends critically
on the leadership agenda of the executive responsible for IS. However, business priorities are
so volatile that IS is challenged to respond to efficiently.
There are now more options for directions than before. The major mandatory requirements
on IS are complete Y2K, Euro, etc. Now, there is a much richer variety of things that need
to be addressed: supply-chain management, customer-relationship management, expanding
core functionality of ERP or building e-business infrastructure.
Each of these possibilities requires the confidence of the executive team and a clear agenda to
get there. We refer to this as the CIOs executive leadership agenda the agenda to assess
what needs to be done, to garner support and to ensure you have the resources to achieve it.
The CIO executive leadership agenda is difficult to set in the face of new competing pressures
and tensions. There are many possible trade-offs, forces competing for attention, and internal
and external pressures pulling in different directions.

32F, ESC13, 11/01 Page 2
Setting a leadership agenda is a dynamic process which follows a success cycle.
Effective CIOs Use the Executive

Success Cycle to Set Agendas
Core
Behaviors

How do effective CIOs set their leadership agenda?
We asked 30 leading IT executives from around the world to tell us how they set their agendas.
This included six from North America, eight from Europe, six from Latin America, six from
Asia and four from Australia/New Zealand. Their actions and our observations resulted in the
development of the CIO Executive Success Cycle with four habits:
Habit 1. Shape Demand: Being at the top gives you the best vantage position. CIOs must
actively position themselves as part of the top corporate group, so that they are able to have
real input at the right time.
Habit 2. Set Expectations: Negotiations are tricky. CIOs need to analyze the supply side so
that they know whats possible, clarify trade-offs and know how to negotiate effectively
without souring relationships so expectations are informed.
Habit 3. Deliver: CIOs need to address shifting business needs with partnerships and use
architectures and demanding timetables to drive changes in the way IS performs.
Habit 4. Lead: As CIO, you have a unique perspective across the enterprise. CIOs need to
exploit this to earn their right IS leadership for the enterprise.
Action Item: Consider your habits against those of effective CIOs.
32F, ESC13, 11/01 Page 3
The first habit is to position yourself so that you can influence the business
requirements.
HABIT 1 Shape Demand
Know Position yourself so that

the you know early and can
business
Engage influence what the
key players business needs and what
Core is being expected of you
Behaviors
How do effective CIOs shape demand?

Effective CIOs actively position themselves with their executives, so that they are able to
have real input this means maximizing your exposure to the executives at the top of your
enterprise. In order to build their trust, garner their support and wield influence you must
know the business of your business and engage with the executive team at a enterprise or
business-wide level. This habit has two steps:
1.1. Skills and Knowledge: Know the Business. Knowing your business allows you to
recognize which things are important, what needs to be done to make a difference to
business performance and which things dont matter.
1.2. Core Behavior: Engage With the Key Decision Makers. Its simply not enough to
merely know the business. You have to demonstrate that you understand the business. Your
executive colleagues need to perceive that you understand the business. Your objective is to
be able to act and prioritize based on what the business really needs, even if this is only
partially articulated or still only emergent.
Action Item: Position yourself so that you know early and can influence what the business needs and
what is being expected of you by your peers, subordinates, management and business partners.
32F, ESC13, 11/01 Page 4
Know your enterprises business by understanding its business fundamentals and its
key business cycles and investment climate.
Know the Business

Example: Creating a trail of Understand business
evidence between IT investment fundamentals
and business performance Use a framework
Enterprise
Value Business
Measures Unit Business Process
Identify the key business cycles
Value Value Measures and investment climate
Measures
Whats important today, what
Current IS important this quarter, whats
Contribution Readiness
of IT for Future important this year time
Contribution
periods mean different things to
different enterprises
Stakeholder Communications
Source: Business Value . . . IT Value The

Missing Link, led by Chuck Tucker, Gartner EXP
Club, November 2000

Knowing your business allows you to recognize which things are important, what needs to
be done to make a difference to business performance and which things dont matter.
1.1.1. Understand Business Fundamentals. Use the Business Value of IT (BVIT) framework
to link things IS can impact to high-level measures of business performance.
1.1.2. Identify the Key Business Cycles and Investment Climate. A further dimension to
understanding their enterprise is for CIOs to understand its principle business. This
business rhythm is the natural beat at which things get done and may vary from business
unit to business unit but, understanding it helps to explain some of the reasons why and
when the business units do things. At the same time, the investment climate can shift
dramatically based on business performance indicators.
Action Item: Use the BVIT model in your enterprise to understand the business fundamentals. Listen
to the rhythm of your business.

32F, ESC13, 11/01 Page 5
Know the business and know what IT can do for it by creating a trail of evidence
back from things that IS can influence.
The Trail of Evidence From Business

Value to IT Contribution
Enterprise
Value Measures
Business Unit
Examples:
Value Measures Business Process Value Measures
u Earnings per share
u Return on assets
Examples:
u Time to market Business Processes
u Profit margin
u Market share
u Earnings before
u Customer retention Cross-Functional Processes
interest and taxes
u Inventory carrying
cost
Current Contribution IS Readiness for

of IT Future Contribution
Impact on business Readiness of:
imperatives: u IT infrastructure
u Gaining agility u Applications
u Managing knowledge u Expertise
u Enhancing quality u IS processes
u Reducing costs
Stakeholder Communications

Effective CIOs create a trail of evidence from business value to IT contribution. Most
shareholders are familiar with enterprise-level measures of business performance such as
earnings per share, return on assets and profit margins. Board members and senior
executives tend to focus on these top-level value measures because they are used be the
financial community to rate corporate success and so influence share price. Measuring the
business value of IS investments must eventually be linked with these enterprise-level
measures. This is usually done through a combination of multiple business unit value
measures and an assessment of the contribution of enterprisewide enabling infrastructure
capability. Executives in most large organizations with multiple lines of business tend to look
at business-unit level performance, rather than enterprise-level performance as enterprise-
level value measures tend to mask the important differences amongst business units. At the
business-unit level, four business imperatives are important gaining agility, managing
knowledge, enhancing quality and reducing cost. ISs contribution of value in each area can
be linked to its support for business and cross-functional processes (such as finance and HR).
Action Item: Work with executives to illuminate how IT contributes to business value using a trail of
evidence approach.
32F, ESC13, 11/01 Page 6
Shaping demand also requires engaging the enterprises key decision makers.
Engage With Key Decision Makers
Exploit the CIOs unique Example: Using a power map to

position understand interactions of an
executive team
The CIO is in a near-
unique position .. to look
across the enterprise
and spot new ++ ? +
opportunities ? Decision ?
Maker
++ ++
Know the executive as +
individuals
++ -
Use a power map to
help

Its simply not enough to merely know the business. You have to demonstrate that you
understand the business through engaging with key decision makers. Your executive
colleagues need to perceive that you understand the business. Your objective is to be able to
act and prioritize based on what the business really needs, even if this is only partially
articulated or still only emergent.
1.2.1. Exploit the CIOs Unique Position. The CIO is in a unique position with a mandate to
look across the enterprise. You can use this position to assist and interact with your executive
colleagues. You can see something that they cant exploit this fact to engage with them.
1.2.2. Know the Executive as Individuals. Use a power map to understand executive
interaction, which is an organization chart showing key decision makers and their disposition
categories positive (they support something), negative (they oppose something), decision
maker, recommender, gate keeper.
Action Item: Use your unique perspective on your enterprise to understood and build a relationship
with your executive colleagues. Draw a power map for the key players to understand how they interact.

32F, ESC13, 11/01 Page 7
Draw a power map to show how executive team members interact.
Using a Power Map to Understand

Interactions of an Executive Team
Jill Bennett Liz Smith
Gary Jones Key:
Risk HR/Property
CEOs office
Decision Maker
++ ? + Ahmed
Nichols Influencer
Steve Lewis
Head of ? ? Internal Audit
finance Pixie Stuart Gate Keeper
Peter Conrad
++ ++ Ted Simons Indicates degree and
direction of
Systems Strategic
Development + Planning
influencer
+ Indicates positive
impression
Alice Simons
++ Ed Duke Jon Morgan
SI BS&T - Indicates negative
impression
Retail Bank
? Unsure
Coach
Source:www.sales-school.com,
These slides are for internal use only.Gartner
External use of Gartner copyrighted material must be approved in writing by

CIOs need to understand how the executive team interacts. One useful technique is to draw
a power map.
1. Make sure you identify all the major players that can influence a decision.
2. Get a mentor/coach someone on the inside that knows each of the players and
how they will vote.
3. Develop the map and use your coach to verify.
4. Find out about the ? these folks could be critical.
5. Once youve got it right, start putting an influence plan together to convert all the
to + and the + to ++.
Action Item: Use the power map to understand and influence how the executive interacts.

32F, ESC13, 11/01 Page 8
The second habit is to actively negotiate expectations and trade-offs based on a good
understanding of what is possible.
HABIT 2 Set Expectations
Set expectations by
negotiating what is
reasonable given
what is possible
Core
Behaviors
Negotiate
win/win
Identify
trade-offs
How do effective CIOs set expectations?

Setting expectations can be tricky, as you dont want to risk breaking an important
relationship, but you also dont want to risk committing to something that cant be done.
CIOs need to know how to work through trade-offs and negotiate without souring
relationships so that everyone knows whats possible.
2.1. Skills and Knowledge: Identify Trade-Offs. Identifying trade-offs requires the CIO to
review and communicate IS's capacity to manage and deliver IS services. It then requires
agreement on architectural design needs.
2.2. Core Behavior: Negotiate Win/Win. There is no shortage of demands for the CIOs time
and for work for the IS organization, but these demands need to be turned into informed and
realistic expectations. An expectation is set in discussion. The conduct of this discussion is a
negotiation. But even then, there is ample scope for misunderstanding. So, in addition to
negotiating well, it is important to ensure that expectations are understood by both sides.
Action Item: Actively set expectations by getting to know what it is possible to deliver and adopting a
win/win negotiating style

32F, ESC13, 11/01 Page 9
Set expectations by first understanding and sharing where the trade-offs are.
Identify Trade-Offs
Understand ISs capacity

to manage and deliver Example: Assessing availability of
Expertise availability expertise using IS Lite framework
Process maturity
Infrastructure capability IS Lite
Applications characteristics Supply side Demand side
1
2
Embedded
Agree on architecture 3 in the
business
design needs 4
Outsourced
Use architectures design to external
5
providers
needs to inform executive
decision makers

Identifying trade-offs requires the CIO to review and communicate ISs capacity to manage
and deliver IS services. It then requires agreement on architectural design needs.
2.1.1. Understand ISs Capacity to Manage and Deliver. A major concern for many
enterprises is having the right expertise available. This can be assessed by four factors: 1)
expertise availability access to the right resources, both internal and external, with the
necessary competencies, 2) process maturity the ability of IS processes to perform
consistently and reliably, 3) infrastructure capability the reach/range of you business
enabling infrastructure, and 4) Applications characteristics the flexibility/scalability of
applications
2.1.2. Agree on Architectural Design Needs. Architecture is becoming an executive issue. To
facilitate discussion, start by examining underlying architecture design needs. There are two
broad categories of architectural need based on their starting point: Inside-out looks outward
from the enterprise, and outside-in looking into the enterprise from an external perspective.
Action Item: Identify trade-offs using the IS readiness model to assess what can be managed and
delivered and the notion of architecture design needs to educate the executive on options.
32F, ESC13, 11/01 Page 10
Identify trade-offs by assessing the availability of expertise.
Assessing Availability of Expertise

Using IS Lite Framework
Key
IS Lite Five key roles of IS Lite
1 IT Leadership
Supply side Demand side 2 Architecture Development
1 3 Business Enhancement
4 Technology Advancement
2 5 Vendor Management
Embedded
3 in the Readiness
business Serious short fall
4
Outsourced anticipated
to external
5 Know how to
providers acquire resources
Resources available

A concern for many enterprises is having the expertise readily available, such as staff with the skills to
undertake and support new initiatives. As described in Garters recent EXP Club Report Evolving
Competencies for IS Lite, five core IS roles are emerging: vendor management, technology advancement,
business enhancement, architecture development, and IT leadership. Assessments of readiness should
focus on the competencies in each. Competencies are characteristics of an individual that cause
effective job performance. Competencies go further than the skills (know-how) required to carry out a
role. They include know-what (required knowledge) and the know-why (personal attributes).
Competencies fall into three groups: technical, business and behavioral. Each can be carried out at
different levels of performance, from basic to coach. Comparing the profiles of individual staff with the
required roles profiles enables you to identify the degree of fit at the individual level. IS executives can
assess their enterprises readiness for each role, and indicate potential sources of competencies to fill
gaps. Leading IS organizations measure readiness in the staffing area in several ways. One enterprise
measures level of achievement in developing staff from all its IS units, while another measures
turnover rate for top-performing employees and average training days per employee per year.
Action Item: Use IS readiness measures to assess the availability of expertise.

32F, ESC13, 11/01 Page 11
Set expectations by negotiating win/win.
Negotiate Win/Win
Keep the dialogue open

These negotiations must be win/win.
Seek trade-offs and compromise,
but keep the process of negotiating live until a
satisfactory result is agreed.
Ensure that all parties share a common set of
expectations
The active part of expectations management [talking,
checking, correcting] is at least as important as the
process of agenda setting in the first place.

Keep the dialogue open, but be careful, there is ample scope for misunderstanding.
2.2.1. Keep the Dialogue Open. Negotiation with your peers and the CEO is part of an
ongoing process, not a single event. Also a single negotiation can never be seen in isolation,
but needs to be seen in the light of previous and future negotiations. Negotiations must be
win/win. As one CIO commented, Seek trade-offs and compromise but keep the process of
negotiating live until a satisfactory result is agreed.Anything other than win/win may lead
to a temporary victory at the price of loosing the war or even touching off a future conflict.
2.2.2. Ensure All Parties Share a Common Set of Expectations. Use one to one relationship
networks and organizational antenna to sense and respond around expectations. In the words
of one CIO, the active part of expectations management is at least as important as the
process of agenda setting in the first place. Your antenna should tell you early if
expectations and ability to deliver are diverging in time to do something about it.
Action Item: Keep the negotiation going and check and modify expectations to ensure that everyone is
on the same page.

32F, ESC13, 11/01 Page 12
The third habit is to deliver. Architectures and demanding timeframes can help.
HABIT 3 Deliver
Architecture
and demanding
timeframes
facilitate quick
Core delivery
Behaviors
Partner
Architecture
and timetable

Architecture and quick delivery walk hand-in-hand but this takes careful organization and
good business partnerships.
3.1. Skills and Knowledge. Use architectures and timetables to drive delivery. Executive-
level CIOs understand and communicate the interrelationship between business architecture
and technology architectures. These are increasingly interconnected as IT architecture
becomes the underlying set of design concepts that underpin processes, technologies and
interfaces. Effective CIOs combine architectures and demanding timetables to improve
delivery performance.
3.2. Core Behavior. Use partnering to facilitate delivery. Executive-level CIOs see the role of
partnering as essential in setting their agendas; an effective CIO must be able to partner with
the business. As an internal vendor, we must act like a partner give a lot of attention and
care to our internal clients.
Action Item: Actively manage delivery using architectures and demanding timetables and a
partnership model to facilitate delivery.

32F, ESC13, 11/01 Page 13
Use architecture and demanding timetables to drive delivery.
Use Architectures and Demanding

Timetables to Drive Delivery
Use architecture to drive change in the executive

and in IS
Architecture is now an investment in process, technology
and interface standards for the purpose of improving
the organizations capabilities or reducing
the cost of IS development and operations.
Set demanding timetables to drive value delivery

Chunk your projects into bits that can be delivered
every 90 days avoid three-year projects.

Executive-level CIOs understand and communicate the interrelationship between business
architecture and technology architectures. These are increasingly interconnected as IT
architecture becomes the underlying set of design concepts that underpin processes,
technologies and interfaces.
3.1.1. Use Architectures for Processes, Interfaces, as Well as Technologies as a Tool to
Drive Change. Seen as a change management tool, architectures can be used to help
professionalize the IS group and to help executives understand the implications of delivery
decisions.
3.1.2. Set Demanding Timetables to Drive Value Delivery. As part of setting their
leadership agendas, executive CIOs took a clear approach to timeframes. They had shorter
milestones and did this by chunking programs and projects into bits that could be
delivered every 90 days. The message is to prioritize the things key business executives
value and make sure they get delivered. Avoid three-year projects.
Action Item: Use architectures and demanding timetables to change behavior for IS and the
executive.
32F, ESC13, 11/01 Page 14
Use partnerships to facilitate delivery.
Use Partnering to Facilitate Delivery
Example: Get the prerequisites in Use partnering to make

place for a successful partnership successful delivery more
likely
Shared responsibility Partners deliver on intent, not just
Trust the letter of agreements
Commitment to make it its a value-add relationship.
work
Personal fit Get the prerequisites in
Personal familiarity place for successful
partnership
Its a long list

Executive level CIOs see the role of partnering as essential in setting their agendas; an
effective CIO must be able to partner with the business. As an internal vendor, we must act
like a partner give a lot of attention and care to our internal clients.
3.2.1. Use Partnering to Make Successful Delivery More Likely. The difference between a
partnership and a supplier/customer relationship is in the degree to which responsibility for
a successful outcome is shared, or the cost of failure borne. Partners are allies that carry a
joint responsibility for a venture with a view to successful outcome. Each partner incurs
liability for losses and the right to share in the benefits when successful.
3.2.2. Get the Prerequisites in Place for Successful Partnership. Many CIO interviewees
talked of the need to partner with the business. This included at one end IS and the
business jointly presenting business cases to full participation in the business planning
process for IS at the other. Prerequisites for successful partnering include shared
responsibility, trust, commitment, personal fit and personal familiarity.
Action Item: Work on getting the prerequisites in place for partnering in your enterprise.

32F, ESC13, 11/01 Page 15
The forth habit is to lead. You need to develop your leadership muscles and be prepared
to lead from the rear.
HABIT 4 Lead
Effective IS needs
CIOs that exhibit
Be a leader
leadership qualities
Lead from
the rear
Core
Behaviors
How do effective CIOs lead?

CIOs need to demonstrate the qualities of leadership yet be prepared to lead from the rear
when necessary.
4.1. Skills and Knowledge: Be a Leader. Being a leader is a tough job. Being a leader of an IS
organization often seen as an expensive internal service function is even tougher. The
job description calls for someone that can lead the IS function and cadre of external suppliers
to ever-higher levels of performance, while being coach, mentor, service provider and PR
person for their fellow executives and the CEO.
4.2. Core Behavior: Lead From the Back. Taking a true leadership role with your fellow
executives and CEO is rewarding yet can leave you exposed. Without positional power (you
are, at best, a peer), you have to use influence and relationships to drive your agenda. Two
recommendations emerged from our interviews: lead by influence and deal with difficult
people.
Action Item: Take a leadership position for IS in your enterprise. Develop your leadership qualities and
learn how to lead from the rear when necessary.

32F, ESC13, 11/01 Page 16
The role of the CIO is as a leader, not simply a manager.
Be a Leader
Deliver your vision with drive using clear

consistent communication
Good leadership is the art of getting people to
do things they dont really want to do faster
than they would normally want to do them.
Build your personal resilience

You need to be collegial, rather than friendly;
respected rather than liked.

Two key steps distinguish good IS leaders.
4.1.1. Deliver Your Vision With Drive Using Clear Consistent Communication. Good IS
leadership is about never being satisfied with the way things work and continually striving
to improve them. There is always a weakness that needs to be addressed. Any audit of the IS
function undertaken at the request of the CIO or the CEO will always find areas that
need to be improved. Good IS leadership not only accepts this, but anticipates it by setting
out an agenda for change that overlays the IT plan. The IS leader must not be afraid to
challenge the culture and processes of the IS group and the way the executive thinks about
IS.
4.1.2. Build Your Personal Resilience. Communication allows you to get your message
across, but is no guarantee that your message will be acted on. As the IS leader, the higher the
profile you take, the more criticism you will attract. An IS leader needs more than great
communication skills, he or she needs a full measure of personal robustness.
Action Item: Exhibit your leadership skills by delivering your vision with drive and consistent
communication and building your personal resilience.
32F, ESC13, 11/01 Page 17
At times, it is important to know how to lead from the rear.
Lead From the Rear
Lead by influence using your bank of trust and

empathy
If I appear on the front page of the CIO Magazine,
I always make sure that my boss appears on the
front page of the CEO Magazine.
Deal with difficult people, dont avoid them

How do you deal with difficult people?
You lead from even further back.

Effective CIOs lead from the back when necessary. They lead by influence and deal with
difficult people.
4.2.1. Lead by Influence Using Your Bank of Trust and Empathy. To your peers and the
CEO you can not use edict or positional authority. Instead, you have to rely on persuasion
and relationships to influence outcomes. The overwhelming advice on how to interact with
your executive peers and CEOs, is to make them look good and never take credit in public
for what they claim as their achievements.
4.2.2. Deal With Difficult People, Dont Avoid Them. Dont ignore difficult people they
might be right! Even if they arent, they can be very disruptive. To deal with very difficult
executives one CIO advises. You lead from even further back. Put intermediaries between
you and them. Find out how to deliver value to them and make that your personal
challenge.
Action Item: Take the lead on IS matters with the executive, but lead from the rear using influence.
Dont avoid difficult people, find a way of engaging with them they may be right.

32F, ESC13, 11/01 Page 18
The CIO Executive Success Cycle shaping demand, setting expectations, delivering
and leading is clearly recognizable among leading CIOs.
Use the CIO Executive Success

Cycle to Set a Leadership Agenda
Know the
Be a leader business
Engage
Lead from key players
the back
Core
Behaviors
Partner
Negotiate
win/win
Architecture
and timetable Identify
trade-offs
How are CIOs reshaping their executive roles and strategic agendas?
Effective executive-level CIOs have a clear leadership agenda and work through the CIO
Success Cycle. Although the four habits of the CIO Executive Success Cycle have been
depicted as a sequence, in the real world, they are not. They are applied in the order dictated
by circumstance. Nonetheless, they are a cycle. Success at one habit can build on your
abilities in others just as failure in one area undermines performance in another.
Successful CIOs traverse this cycle, building trust, garnering support and expanding their
areas of responsibility as they go. A CIO new to an enterprise may only be able to work his or
her way around this cycle slowly, limited by the rate at which he or she can create
relationships and build mutual understanding. An old hand may be able to flash around
the cycle at a dazzling speed. Yet they both traverse the same path the CIO Executive
Success Cycle.
Action Item: Use these four habits of the CIO Executive Success Cycle to set your leadership agenda for
yourself and for the enterprise.

32F, ESC13, 11/01 Page 19

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Working With the Executive Team

Learning From Effective CIOs

European Symposium/ITxpo Nick Kirkland

Palais des Festivals

Use the CIO Executive Success

Source: Gartner EXP Research

Nick Kirkland Copyright 2001

The CIOs Leadership Agenda Is

CIOs leadership agenda is critical to delivered

Source: Gartner EXP Research

Nick Kirkland Copyright 2001

Setting a leadership agenda is a dynamic process which follows a success cycle.

Effective CIOs Use the Executive

Source: Gartner EXP Research

HABIT 1 Shape Demand

Know Position yourself so that

Source: Gartner EXP Research

How do effective CIOs shape demand?

Know the Business

Source: Business Value . . . IT Value The

Source: Gartner EXP Research

How do effective CIOs shape demand?

Nick Kirkland Copyright 2001

The Trail of Evidence From Business

Current Contribution IS Readiness for

Source: Gartner EXP Research

How do effective CIOs shape demand?

Engage With Key Decision Makers

Exploit the CIOs unique Example: Using a power map to

Source: Gartner EXP Research

How do effective CIOs shape demand?

Nick Kirkland Copyright 2001

Draw a power map to show how executive team members interact.

Using a Power Map to Understand

Source: Gartner EXP Research

How do effective CIOs shape demand?

Nick Kirkland Copyright 2001

HABIT 2 Set Expectations

Source: Gartner EXP Research

How do effective CIOs set expectations?

Nick Kirkland Copyright 2001

Understand ISs capacity

Source: Gartner EXP Research

How do effective CIOs set expectations?

Identify trade-offs by assessing the availability of expertise.

Assessing Availability of Expertise

Source: Gartner EXP Research

How do effective CIOs set expectations?

Nick Kirkland Copyright 2001

Set expectations by negotiating win/win.

Keep the dialogue open

Source: Gartner EXP Research

How do effective CIOs set expectations?

Nick Kirkland Copyright 2001

Source: Gartner EXP Research

How do effective CIOs set expectations?

Nick Kirkland Copyright 2001

Use architecture and demanding timetables to drive delivery.

Use Architectures and Demanding

Use architecture to drive change in the executive

Set demanding timetables to drive value delivery

Source: Gartner EXP Research

How do effective CIOs set expectations?