the influential cio
DESCRIPTION
An excerpt of my Persuasive Communication and Influence workshop. For more information or to book a workshop, visit my website at http://lundbergmedia.com or e-mail me at [email protected]TRANSCRIPT
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The Influential CIOHow to Move Stakeholders
from Compliance to Commitment
Abbie LundbergLundberg Media
Photo courtesy of NASA Goddard Photo and Video
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©2012 Lundberg Media
New technologies provide competitive advantageNow and in three years time
1 2 3 4 5 6 7 8 9 10
2% 2%
6%8% 8%
11%
15%
10%8%
1% 1%3% 4%
7%9%
19%17%
14%
22%
Now Three years time
No competitive advantage Extensive competitive advantage
Little advantage (18%) Some (34%) Significant (21%)
19a) To what degree do you believe these new technologies can provide you with competitive advantage today?19b) To what degree do you believe these new technologies can provide you with competitive advantage three years from now?
Little advantage (9%) Some (35%) Significant (53%)
Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey of 558 Harvard Business Review readers in large organizations around the world conducted in December 2011
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©2012 Lundberg Media
New technologies provide competitive advantageNow and in three years time—Leading users
1 2 3 4 5 6 7 8 9 10
1% 0% 1% 3% 5%9%
18%
12% 13%
1% 0% 1% 1%4%
1%
10%
16% 17%
43%Now Three years time
No competitive advantage Extensive competitive advantage
Little advantage (5%) Some (32%) Significant (31%)
19a) To what degree do you believe these new technologies can provide you with competitive advantage today?19b) To what degree do you believe these new technologies can provide you with competitive advantage three years from now?
Little advantage (3%) Some (14%) Significant (77%)
Source: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey of 558 Harvard Business Review readers in large organizations around the world conducted in December 2011
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Photo courtesy of NASA Goddard Photo and Video
Digital Transformation
Two-thirds of executives surveyed feel pressure from competitors and customers to speed up their digital transformation.
MIT Center for Digital Business/Cap Gemini
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Organizational structure
People
Business processes
Technology approach
14%
26%
28%
33%
36%
35%
46%
44%
48%
34%
24%
22%
2%
5%
2%
1%
Major change (8-10) Some change (5-7) Little change (1-4) No answer
Technology is driving organizational change
22) To what degree has the use of new technologies caused you to make changes in the following areas?
©2012 Lundberg MediaSource: “The Reinvention of Business: New Operating Models for the Next-Generation Enterprise,” a global survey of 558 Harvard Business Review readers in large organizations around the world conducted in December 2011
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you are here
Photo courtesy of NASA Goddard Photo and Video ©2012 Lundberg Media
transformation requires
Influence
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Influencethe act or power of
producing an effect without apparent exertion of force or direct exercise of command
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THE CIO JOURNEYPart Three
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Journey: The Future-State CIO 2012
23%
54%
23%
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Transformational Stage
54%
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PERSUASIVE COMMUNICATION
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Clear, purposeful communications
can... remove obstacles
build supportchange perceptionsinfluence behavior
speed decision making and action
Photo by 96dpi
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“Informationconsumes attention.
A wealth of information creates a poverty of
attention.”- Herbert Simon
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©2012 Lundberg Media
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Increase SignalReduce Noise
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focused
clear
engaging
repeated
effective communication
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THE ART OF INFLUENCE
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©2012 Lundberg Media
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Source: State of the CIO 2012
Influence is a contact sport
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relevance
credibility
relationship
trust
4 levers of influence
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RELEVANCE
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So why don’t we listen?
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CREDIBILITY©2012 Lundberg Media
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Journey: Functional Stage
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RELATIONSHIPIdentify Like Go First
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TRUST
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RelationshipFollow Through
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Abbie LundbergLundberg Media & Advisory ServicesTo learn more or to book a workshop with Abbie, visit our website at http://lundbergmedia.com or
e-mail me at [email protected]
©2012 Lundberg Media