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The CIO Perspective

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bennykirsh

The document provides guidance for CFOs on developing a successful IT leadership team, including discussing the relationship between CFOs and CIOs, fundamentals of IT governance and operations, strategies for sourcing and hiring CIOs for new organizations, turnarounds, or sudden departures, and the roles and responsibilities of CFOs in ensuring IT leadership success. Key recommendations include being clear on the needed skills and abilities of the CIO, getting help to conduct the CIO search and hire, and providing ongoing support and communication from the CFO during the CIO's tenure.

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The CIO’s Perspective  “Strategies for Building a Successful IT Leadership Team” Beneficial Insights for the CFO By Gary Roberts & Benny Kirsh 
,ǷٴDZԱ Develop a Successful IT  Leadership Team?  Topics: • Background • Planning • First 90 Days • The Experts Say... • Sourcing & Short‐listing • Easing transition • ճܲԻ岹Գٲ... • Interviewing (Who, What) • Developing metrics What Context? The “New” Organization The “Turnaround” The “Sudden Departure”
The Experts say... Gartner ‐ 480 Global Senior Finance  Executives Surveyed IT reports to CFO – 42% Would like IT to report to CFO – 53% 41% of surveyed CFOs see them‐ ComputerWorld – Phillipines CIO  selves as the main decision maker  for IT investments! Survey IT reports to CFO – 25% IT reports to CEO – 65% Majority not reporting to CFO would  rather report to CFO KEY MESSAGE :  "CIOs must understand the impact their CFOs have on technology decisions in their organizations and ensure that they are providing the CFO with the  appropriate understanding of technology, as well as communicating the business  value that can be achieved."  ‐ CIO Magazine
ճܲԻ岹Գٲ... Regardless of your business  Governance: condition these IT practices  IT Investment, Program,  MUST be in place... Practice & Project Controls Security: Personnel Management: Access Controls, Data Backup,  People profiles – Who supports  Data & Application  what part of IT delivery Recoverability Operational Performance : Measure Actual/Budget, Infrastructure Utilization, Application Utilization &  Response, Project Management, Customer Perception
The “New” IT Organization or CIO What Do You Really Need? Be Clear About the Type of CIO  You Require Business/Industry Savvy? Tech Focused or Visionary? Customer/Investor Facing? Understand the Complexity of  Define “Success” System Requirements Key Performance Indicators Basic Back‐office? Interpersonal Success With CFO High volume Transaction? Staff & Management Team Business to Consumer? Key People – Inside/Outside Company Understand the Expected Rate of  Define the “Stressors” Growth/Change People Aggressive implementation  Projects/Deliverables schedules? Spending/Staffing Regulatory Implications?
The “New” IT Organization or CIO How Do You Achieve Success? Source, Build Your Candidate  Pool & Hire Against Your Needs  Definition! Cross – section Interviews Set‐up “Stressor” Interviews  with You as an Observer 1st – 90/180/270 Day Plans CFOs Role Agree on the Issues to be Tackled Be clear about what’s critical Detail a Plan (Items, Actions, Budget) Ensure adequate funding Include CFO Actions &Measurements! Hires Checkpoint Schedule Investments (Software, Hardware, Services) If Hiring a New Team – Identify Key  Ensure communication across  Hires & Timetable company Communication, Training &  Make course corrections, quickly Education Plans
ճdzܲٲDzdzܰԲ,ǰپԲ&; Interviewing Where, oh, where...Sourcing Interviewing Interview to Address Specific  Requirements & Outcomes Retained and Linkedin non retained Facebook For example... Interpersonal Skills Recruiters WWW Collaboration/Facilitation Skills Technology Breadth Financial Skills Team Building Industry Presentation Skills Colleagues news Assign Topic to Interviewers  Passionate about that Topic Success Executives If “Stressor” Interview, Sit in and  stories Observe! Short List Against Requirements
The “Turnaround” Assess ‐ Then Act What’s failing?  Root Cause? What Does Success Look Like? Use Search firm… Turnarounds Require Strong,  CIOs Role Consistent Leadership Re‐align to Business Use Contractors, New Hires Assertive, Results Oriented Re‐establish Fundamentals Consequences for Failure Set a New Organizational “Cadence” Excellent Communicator &  Relationship Builder Communicate, Communicate,  then  Communicate! Previous Turnaround Experience The Importance of Storytelling CFOs Role Diversified Industry Experience Help with Cross‐Organizational  No “90‐Day Plan” Relationship Building Address Key Failings, 1st Identify Opinion Leaders Evaluate & Make Required Personnel  Provide Necessary Budget Changes, Quickly
The “Sudden Departure” Sudden Departures Should be  Painless! Remember  the Fundamentals – Personnel Management ALWAYS Cultivate a #2 Okay, So We Are Taking the  CFO Role “Painful” Route... Communicate & Participate with IT Do You Need a Caretaker, Leader or  Get Informed & Stay Informed Visionary? Key Projects & Initiatives Get Professional Help – Retained  Roadblocks, Limitations to Success Emotional State of Key Staffers Search or ? Ensure Prior Practices Continue  Step in and LEAD!  Fill the Vacuum! without Disruption (Key Meetings,  Communicate an Action Plan to the  Reporting, Governance)  IT Team Allow Key IT Staffers to Participate in  No #2?  CIO‐for‐rent? New Hire Process
Key Thoughts & Recap The CFO – IT Relationship will  continue Movement towards CFO as IT Leader Increased Responsibility to  Understand IT Landscape Regardless of Circumstance  ALWAYS Remember: Get Professional Help to Hire  The Fundamental Building Blocks – Once & Hire Right Learn & Understand These Clarify What’s Needed  Be Clear About the TYPE of CIO You  Turnaround = Back to Basics, Strong,  Require – Knowledge, Skills &  Assertive Leadership, Consequences  Abilities, Business Landscape,  for Lack of Delivery/Performance Stressors Sudden Departure ‐ No #2?  No  Cultivate a #2 Worries...just step in...communicate  and continue existing practices...Rent  a CIO if necessary
Key Thoughts & Recap Once CIO Hired, What about CIO  Directs?  To Participate in  Interviews or Not?  CFO Intrusion  or Best Practice? Best Practice Cultivate Your #2 – Interview  Knowledge will Help Selection Sanity Check Your CIO Newly Hired CIO...How Often to  Check in? ROT – Check in at least bi‐weekly Plan & Progress Review – Monthly Communications Review – Weekly 

More Related Content

The CIO Perspective

  • 1. The CIO’s Perspective  “Strategies for Building a Successful IT Leadership Team” Beneficial Insights for the CFO By Gary Roberts & Benny Kirsh 
  • 2. ,ǷٴDZԱ Develop a Successful IT  Leadership Team?  Topics: • Background • Planning • First 90 Days • The Experts Say... • Sourcing & Short‐listing • Easing transition • ճܲԻ岹Գٲ... • Interviewing (Who, What) • Developing metrics What Context? The “New” Organization The “Turnaround” The “Sudden Departure”
  • 3. The Experts say... Gartner ‐ 480 Global Senior Finance  Executives Surveyed IT reports to CFO – 42% Would like IT to report to CFO – 53% 41% of surveyed CFOs see them‐ ComputerWorld – Phillipines CIO  selves as the main decision maker  for IT investments! Survey IT reports to CFO – 25% IT reports to CEO – 65% Majority not reporting to CFO would  rather report to CFO KEY MESSAGE :  "CIOs must understand the impact their CFOs have on technology decisions in their organizations and ensure that they are providing the CFO with the  appropriate understanding of technology, as well as communicating the business  value that can be achieved."  ‐ CIO Magazine
  • 4. ճܲԻ岹Գٲ... Regardless of your business  Governance: condition these IT practices  IT Investment, Program,  MUST be in place... Practice & Project Controls Security: Personnel Management: Access Controls, Data Backup,  People profiles – Who supports  Data & Application  what part of IT delivery Recoverability Operational Performance : Measure Actual/Budget, Infrastructure Utilization, Application Utilization &  Response, Project Management, Customer Perception
  • 5. The “New” IT Organization or CIO What Do You Really Need? Be Clear About the Type of CIO  You Require Business/Industry Savvy? Tech Focused or Visionary? Customer/Investor Facing? Understand the Complexity of  Define “Success” System Requirements Key Performance Indicators Basic Back‐office? Interpersonal Success With CFO High volume Transaction? Staff & Management Team Business to Consumer? Key People – Inside/Outside Company Understand the Expected Rate of  Define the “Stressors” Growth/Change People Aggressive implementation  Projects/Deliverables schedules? Spending/Staffing Regulatory Implications?
  • 6. The “New” IT Organization or CIO How Do You Achieve Success? Source, Build Your Candidate  Pool & Hire Against Your Needs  Definition! Cross – section Interviews Set‐up “Stressor” Interviews  with You as an Observer 1st – 90/180/270 Day Plans CFOs Role Agree on the Issues to be Tackled Be clear about what’s critical Detail a Plan (Items, Actions, Budget) Ensure adequate funding Include CFO Actions &Measurements! Hires Checkpoint Schedule Investments (Software, Hardware, Services) If Hiring a New Team – Identify Key  Ensure communication across  Hires & Timetable company Communication, Training &  Make course corrections, quickly Education Plans
  • 7. ճdzܲٲDzdzܰԲ,ǰپԲ&; Interviewing Where, oh, where...Sourcing Interviewing Interview to Address Specific  Requirements & Outcomes Retained and Linkedin non retained Facebook For example... Interpersonal Skills Recruiters WWW Collaboration/Facilitation Skills Technology Breadth Financial Skills Team Building Industry Presentation Skills Colleagues news Assign Topic to Interviewers  Passionate about that Topic Success Executives If “Stressor” Interview, Sit in and  stories Observe! Short List Against Requirements
  • 8. The “Turnaround” Assess ‐ Then Act What’s failing?  Root Cause? What Does Success Look Like? Use Search firm… Turnarounds Require Strong,  CIOs Role Consistent Leadership Re‐align to Business Use Contractors, New Hires Assertive, Results Oriented Re‐establish Fundamentals Consequences for Failure Set a New Organizational “Cadence” Excellent Communicator &  Relationship Builder Communicate, Communicate,  then  Communicate! Previous Turnaround Experience The Importance of Storytelling CFOs Role Diversified Industry Experience Help with Cross‐Organizational  No “90‐Day Plan” Relationship Building Address Key Failings, 1st Identify Opinion Leaders Evaluate & Make Required Personnel  Provide Necessary Budget Changes, Quickly
  • 9. The “Sudden Departure” Sudden Departures Should be  Painless! Remember  the Fundamentals – Personnel Management ALWAYS Cultivate a #2 Okay, So We Are Taking the  CFO Role “Painful” Route... Communicate & Participate with IT Do You Need a Caretaker, Leader or  Get Informed & Stay Informed Visionary? Key Projects & Initiatives Get Professional Help – Retained  Roadblocks, Limitations to Success Emotional State of Key Staffers Search or ? Ensure Prior Practices Continue  Step in and LEAD!  Fill the Vacuum! without Disruption (Key Meetings,  Communicate an Action Plan to the  Reporting, Governance)  IT Team Allow Key IT Staffers to Participate in  No #2?  CIO‐for‐rent? New Hire Process
  • 10. Key Thoughts & Recap The CFO – IT Relationship will  continue Movement towards CFO as IT Leader Increased Responsibility to  Understand IT Landscape Regardless of Circumstance  ALWAYS Remember: Get Professional Help to Hire  The Fundamental Building Blocks – Once & Hire Right Learn & Understand These Clarify What’s Needed  Be Clear About the TYPE of CIO You  Turnaround = Back to Basics, Strong,  Require – Knowledge, Skills &  Assertive Leadership, Consequences  Abilities, Business Landscape,  for Lack of Delivery/Performance Stressors Sudden Departure ‐ No #2?  No  Cultivate a #2 Worries...just step in...communicate  and continue existing practices...Rent  a CIO if necessary
  • 11. Key Thoughts & Recap Once CIO Hired, What about CIO  Directs?  To Participate in  Interviews or Not?  CFO Intrusion  or Best Practice? Best Practice Cultivate Your #2 – Interview  Knowledge will Help Selection Sanity Check Your CIO Newly Hired CIO...How Often to  Check in? ROT – Check in at least bi‐weekly Plan & Progress Review – Monthly Communications Review – Weekly