The CIO’s Time to Shine Urupoj Kanlayasiri 6 September 2009 Business Technology Leadership

Page 2 / 49The CIO’s Time to Shine Agenda Strategy and Planning Project and Operation Challenging Ahead

Page 3 / 49The CIO’s Time to Shine Information System Information System (IS) is not only Information Technology (IT), it includes People, Process, and Technology. People Process Technology Strategy and Planning

Page 4 / 49The CIO’s Time to Shine Waves of Innovation Wave 1: Reducing cost Wave 2: Leveraging investments Wave 3: Enhancing products and services Wave 4: Enhancing executive decision making Wave 5: Reaching the consumer Strategy and Planning

Page 5 / 49The CIO’s Time to Shine Waves of Innovation Curves Time Benefit Reducing costs Leveraging investments Enhancing products and services Enhancing executive decision making Reaching the consumer Make Money Save Money Staying in Business Strategy and Planning

Page 6 / 49The CIO’s Time to Shine CIO Types Function Head Transformational Leader Business Strategist Strategy and Planning

Page 7 / 49The CIO’s Time to Shine Function Head CIO Managing IT crises Developing IT talent Improving IT operations Improving system performance Security management Budget management Strategy and Planning

Page 8 / 49The CIO’s Time to Shine Transformational Leader CIO Redesigning business processes Aligning IT initiatives and strategy w/ business goals Cultivating the IT/business partnership Leading change efforts Implementing new systems and architecture Mapping IT strategy to overall enterprise strategy Strategy and Planning

Page 9 / 49The CIO’s Time to Shine Business Strategist CIO Developing business strategy Understanding market trends Developing external customer insight Developing business innovations Identifying opportunities for competitive differentiation Reengineering or developing new sales and distribution channels Strategy and Planning

Page 10 / 49The CIO’s Time to Shine CIO Reporting Relationship Strategy and Planning * The State of the CIO ‘08

Page 11 / 49The CIO’s Time to Shine IT Strategic Uses Business Customer Business Working Outward Working Across Working Inward Strategy and Planning

Page 12 / 49The CIO’s Time to Shine Does IT Still Matter? Carr, Nicholas, “IT Doesn’t Matter”, Harvard Business Review, May 2003, pp Carr, Nicholas, “Does IT Matter? Information Technology and the Corrosion of Competitive Advantage”, Harvard Business School Press, Boston Strategy and Planning

Page 13 / 49The CIO’s Time to Shine Carr’s Paper IT is an infrastructure technology, like railroads, electricity, and the telephone. Such a technology can create a strategic advantage for an individual firm only at the beginning of its life cycle, when its technology is expensive and risky. That is the only time a firm can create something proprietary that competitors cannot easily copy. IT is an infrastructure technology, like railroads, electricity, and the telephone. Such a technology can create a strategic advantage for an individual firm only at the beginning of its life cycle, when its technology is expensive and risky. That is the only time a firm can create something proprietary that competitors cannot easily copy. Strategy and Planning

Page 14 / 49The CIO’s Time to Shine The Debates Brown, John Seely, and John Hagel III, “Letter to the Editor: Does IT Matter?”, Harvard Business Review, July 2003, pp Hof, Robert, “Is Info Tech All Washed Up?”, Business Week, May 24, 2004, p.24. Schrage, Michael, “Why IT Really Does Matter”, CIO Magazine, August 1, Strategy and Planning

Page 15 / 49The CIO’s Time to Shine Agenda Strategy and Planning Project and Operation Challenging Ahead

Page 16 / 49The CIO’s Time to Shine Terminology A project is “a temporary endeavor undertaken to create a unique product, service, or result” Operations is work done to sustain the business Project and Operation

Page 17 / 49The CIO’s Time to Shine Traditional: Managing Inward Data centre Telecom Data System programming CIO Operations staffs Enterprise Project and Operation

Page 18 / 49The CIO’s Time to Shine Today: Managing Outward Security CIO Vendor management staffs Enterprise Storage management Control management Web hosting Telecom Data centre External service providers Project and Operation

Page 19 / 49The CIO’s Time to Shine Drivers Behind Outsourcing Focus Value What is the core business? Where do we really add value? Project and Operation

Page 20 / 49The CIO’s Time to Shine What is Project Management? The application of knowledge, skills, tools, and techniques to project activities to meet project requirements Project and Operation

Page 21 / 49The CIO’s Time to Shine The Triple Constraint Project and Operation

Page 22 / 49The CIO’s Time to Shine Project Management Framework Project and Operation Initiating process group Closing process group Planning process group Executing process group Monitoring and controlling process group Initiating process group Closing process group Planning process group Executing process group Monitoring and controlling process group Tools and Techniques Scope Management, Time Management, Cost Management, HR Management, Integration Management, Communication Management, Procurement Management, Quality Management, and Risk Management

Page 23 / 49The CIO’s Time to Shine Process Groups Project and Operation

Page 24 / 49The CIO’s Time to Shine Project Manager Skills Project managers need both “hard” and “soft” skills.  Hard skills include product knowledge and knowing how to use various project management tools and techniques  Soft skills include being able to work with various types of people Project and Operation

Page 25 / 49The CIO’s Time to Shine Agenda Strategy and Planning Project and Operation Challenging Ahead

Page 26 / 49The CIO’s Time to Shine Wal-Marts “Incrementalism is innovation’s worst enemy! We don’t want continuous improvement, we want radical change.” - Wal-Marts – HQ Bentonville Arkansas Challenging Ahead

Page 27 / 49The CIO’s Time to Shine 3M “Employee of 3M has 15% of their time to think for new and change, creative idea will lead to innovation.” Challenging Ahead

Page 28 / 49The CIO’s Time to Shine P&G P&G has radically altered the way it comes up with new ideas and products. It welcomes and works with universities, suppliers, and outside inventors! It also offers them a share in the rewards. P&G increase the proportion of new products from less than a 20% to 50% in less than 10 years period. Challenging Ahead

Page 29 / 49The CIO’s Time to Shine Google “Google is not merely a search engine but an innovation engine.” Google grants its engineers permission to spend 20% of their paid time on pet projects unrelated to their daily job. Challenging Ahead

Page 30 / 49The CIO’s Time to Shine Silicon Valley “Silicon Valley doesn’t have better ideas and isn’t smarter than the rest of the world”. But it has the edge in filtering ideas and executing them” Sergey Brin, Google founder. Challenging Ahead

Page 31 / 49The CIO’s Time to Shine Steps Review “As-Is” Design “To-Be” Remediate Gap Challenging Ahead

Page 32 / 49The CIO’s Time to Shine Business Priorities Challenging Ahead * The State of the CIO ‘08

Page 33 / 49The CIO’s Time to Shine Technology Priorities Challenging Ahead * The State of the CIO ‘08

Page 34 / 49The CIO’s Time to Shine A ‘Final Thought’ “It is not the strongest species that survive, nor the most intelligent, but the ones responsive to change” - Charles Darwin Challenging Ahead

Question & Discussion Business Technology Leadership The CIO’s Time to Shine