mis 011
TRANSCRIPT
![Page 1: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/1.jpg)
1
![Page 2: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/2.jpg)
2
•“If we take an India-wide average of a CIO’s duties with technology and business at the two ends, there will be a strong tilt towards the tech end, with about 60-70% of their time focused on it. The balance 30 % too, is generally not directly to business issues, but how to interpret technology to implement certain business decisions”
- Says Gartner’s Iyengar
![Page 3: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/3.jpg)
3
oVijay Mehra, CIO-Essar Group lists 5 Fundamental Responsibilities of CIO as:o Technology o Applicationo Datao Business Processeso Organization Structure
![Page 4: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/4.jpg)
4
Atul Jayawant, President-Corporate IT and the Group CIO-Aditya Birla Group : “If you start doing something after your
competitor has done it, it’s no longer strategic. I would say the CIO’s job is to enable innovation and do things before the business asks for it.”
![Page 5: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/5.jpg)
5
General Managers who are told that IT can create competitive advantage and enable transformation of business, find it difficult to evaluate the IT function & contribution of CIO
It may be because –Expectations from IT are over-estimationsExpectations from IT are under-estimations
![Page 6: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/6.jpg)
6
Perceptions about ITISSUE IT is a Liability IT is an Asset
Are we getting value for money?
IT is a cost IT is making significant contribution
How important is IT? Irrelevant to us Interesting success stories
How do we plan for IT?
Plans by specialists Part of business thinking
Is the IS function doing a good job?
General cynicism about IT track record
Is no longer an important agenda
What is the IT strategy?
Many applications are being developed
Focused on a few key initiatives
What is the CEO’s vision of IT?
Limited role Role in business transformation
What do we expect of the CIO
Specialist functional Manager
Viewed as a contributor to business thinking
![Page 7: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/7.jpg)
7
CIO & CEO ---
CIO - Is he viewed as a • Specialist• A part of the strategy formation group
The CEO -• may find an ally in the CIO• may find IT as a strategic tool• may find IT as irrelevant to the
organization
![Page 8: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/8.jpg)
8
o A CEO may look at IT as a strategic resource for gaining competitive advantage
o A CEO might consider IT as a costo CIO’s role and actions are crucial in
ensuring that it is deployed as a Competitive Advantage and CIO must add value
![Page 9: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/9.jpg)
9
CEO’s belief in IT CEO’s Vision CIO’s vision on transformational capabilities CIO’s relationship with CEO Teamwork of CIO with the top management Understanding of the business Understanding of newer technologies CIO’s personal ability to contribute to:
Business thinking Vision for change management of change process Innovative use of IT
CEO’s capability to integrate IT into business strategy
FACTORS THAT AFFECT CIO’S PERFORMANCE
![Page 10: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/10.jpg)
10
CIO – The Added-Value Framework
Enablers of added-value: Focus on business imperatives Shared vision for IT Concentrated IS development effort External IT success stories Business contribution beyond IT IS performance track record IS/Business executive relationships
![Page 11: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/11.jpg)
11
PROFILE OF THE CIO - WHO ADDS VALUE
Behavior is loyal to the business
is open
Motivation Is oriented towards goals, ideas and
systems
Competencies Is a consultant/facilitator
Is a good communicator
Has IT knowledge
Experience Has had an IS function analyst role
![Page 12: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/12.jpg)
12
KEY MESSAGES FOR CEOs
Position IT and the CIO as agents of change Focus on achieving effectiveness, and not
efficiency from IT Institutionalize business values for IT Build an executive team that includes the
CIO Manage IT, as integral and not as adjunct,
to the business
![Page 13: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/13.jpg)
13
TOP MANAGEMENT RESPONSIBILITY * Create a business vision of an IT enabled company * Involve a trusted alley as CIO * Position the IT Function as a Strategic Function
CIO’s RESPONSIBILITY
* Focus on Business Imperatives * Build and manage infrastructure * Build a team of trsuted alleys * Create a shared vision of the role of IT * Develop and manage relationships
LINE MANAGEMENT RESPONSIBILITY
* Provide room for incorporating IT * Acceptance of shared responsibility * Own your systems
THE IT MANAGEMENT : Roles & Responsibilities
![Page 14: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/14.jpg)
14
BusinessVision
IT Vision/IT Strategy
Strategic Vectors
BusinessStretegy
General Management
ITManagement
ITTechnologists
Technology ConceptsStandardsProtocolsPerformanceCompatibilityGuidelines
Key IssuesOperating Systems Data BasesApplicationsCommunicationsProcessors
TechnologySelectionHardwareSoftware
IT Knowledge - 10-20 % IT Knowledge - 40-60 % IT Knowledge - 80-90 %
Business Knowledge - 80-90 % Business Knowledge - 40-60 % Business Knowledge-10-20 %
![Page 15: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/15.jpg)
15
CIO and CTO
o CTO should focus on technology
o CIO should focus on strategic use of IT for customers and top management
o In India these two are interchangeable, whereas in USA, it is the CTO who looks after technology
![Page 16: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/16.jpg)
16
CIO and CTO
• “If you have a room full of CIOs, you can be sure the conversation will veer towards the topic of CIOs having a seat on the company board”
-Says ICICI’s Group CTO, Praveer Vohra
![Page 17: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/17.jpg)
17
2008 GLOBAL CIO SURVEY Capgemini Consulting
• Two third of the CIOs believe that IT is critical to business innovation
• The survey highlights that technologies, as well as users, are dramatically evolving
• That is why it is time for CIOs to find a seat at the business innovation table
• CIOs can really deliver business transformation thru the IT function by innovation
• As per Survey, there could be “Top Innovators” where innovation is identified as a priority
![Page 18: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/18.jpg)
18
2008 GLOBAL CIO SURVEY Capgemini Consulting
Characteristic Top Innovator
Average Orgn
Understanding of IT by business leadership
77 % 38 %
Effective relationship management between IT and the Business
94 % 67 %
Very strong delivery of fundamental It services
83 % 56 %
The CIO reports to the CEO/COO 75 % 53 %
IT being a partner of the business rather than a supplier or utility provider
88 % 40 %
Top Innovators are characterized by :
![Page 19: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/19.jpg)
19
2008 GLOBAL CIO SURVEY Capgemini Consulting
Challenge % ge
Short term operational matters 52
Insufficient capabilities 37
Difficulties in recruiting skilled staff 35
A lack of business sponsorship 25
Poor business and IT Collaboration 24
CIOs cite their most important challenges to innovation as :
![Page 20: Mis 011](https://reader035.vdocument.in/reader035/viewer/2022070313/5549433db4c9050f4d8b52fc/html5/thumbnails/20.jpg)
20
2008 GLOBAL CIO SURVEY Capgemini Consulting
To build a kep role for the IT function in business innovation, the CIOs must recognfigure the IT organization and its governance by :
Separating IT fundamentals from business innovation and identifying the correct balance between the two
Maximizing available resources and skills by effectively using technology partners and outsourcing
Linking technology to innovation instead of cost to show that IT can change the business for the better
Partnering with businesses in key innovation areas to improve business processes and identify innovative technology that brings value to the business