1. Info-Tech Research Group1 1 Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2015 Info-Tech Research Group Inc. V4 Inspire an IT-Led Revolution Fast-track the evolution of IT with a 100-day plan. Info-Tech's products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns.© 1997 - 2015 Info-Tech Research Group

2. Info-Tech Research Group2 2 This Research is Designed For:This Research Will Help You: This Research Will Assist:This Research Will Help You: This Research Is Designed For:This Research Will Help You: This Research Will Also Assist:This Research Will Help Them: Our understanding of the problem New CIOs Inspire a revolution within IT. Build relationships with key stakeholders quickly and effectively. Establish your credibility within the organization. Craft a unique leadership brand to set yourself apart from your peers. CIOs and IT leaders looking to evolve their IT department. Kick-start an IT revolution. Improve satisfaction among key stakeholders. Improve credibility within the organization. Craft a unique leadership brand to set yourself apart from your peers.

3. Info-Tech Research Group3 3 Resolution Situation ! Complication ? Info-Tech Insight Executive Summary The tenure of a CIO is limited. ◦ The median tenure of a CIO is only 4 years and 4 months with upwards of 40% of CIOs failing to make it past the 2-year mark.* Even successful CIOs are under pressure to meet the steadily increasing demands of the business. ◦ Studies have shown that satisfaction among executives regarding IT’s ability to meet key business objectives has been dropping steadily, most notably with respect to revenue-generating objectives such as product creation and entering new markets (McKinsey). IT leaders, both new and existing, need to enact change and they need to do it quickly. ◦ It’s not just a transformation; they are leading a revolution – and the first rule of a revolution is speed. Revolutions take time, but breaking it up into manageable 100-day plans will focus your efforts and provide clear, measurable goals to work towards. A well-executed 100-day revolution will require that you build relationships with key stakeholders, build a personalized brand statement that differentiates you within the organization, and build credibility with stakeholders by successfully executing on quick-wins and tactical initiatives. This blueprint will walk you through the steps and activities to achieve your goals over the next 100 days. Be ambitious. Be excellent. Or be gone. IT leaders need to enact change and they need to do it quickly. Constantly and continuously make a positive impression on senior management demonstrating direct, visible benefits to the business. There is no tolerance of complacency for the status quo. Source: Janco Associates, Inc. “CIO Median Tenure Moves to 4 Years”.

4. Info-Tech Research Group4 4 Info-Tech Involvement Info-Tech offers various levels of support to best suit your needs DIY Toolkit Guided Implementation Onsite Workshop Consulting “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” Degree of Customization Diagnostics and consistent methodologies throughout all four options

5. Info-Tech Research Group5 5 Best-Practice Toolkit 1.1.1 Interview stakeholders 1.1.2 Conduct a SWOT analysis 1.1.3 Assess your leadership competencies 1.1.4 Create a learning plan for your first 15 days 1.2.1 Manage introductions 2.1.1 Assess and prioritize stakeholders 2.1.2 Assess the current state of IT 2.2.1 Attend meetings 2.2.2 Ask for feedback 2.2.3 Build relationships with your stakeholders 3.1.1 Create your next 100- day plan 3.1.2 Find room in your budget 3.2.1 Craft leadership brand 3.2.2 Involve stakeholders in your planning efforts 3.2.3 Engage stakeholders 4.1.1 Follow project management best practices 4.1.2 Continuously monitor 4.1.3 Use gamification techniques to motivate 4.2.1 Live your leadership brand 4.2.2 Communicate success Guided Implementations Introduce project steps and assess member fit. SWOT analysis and stakeholder interviews. Leadership competency assessment and discuss the first 15 days. Identify, prioritize, and engage stakeholders. Analyze the current state of IT at your organization. Discuss the vision, mission, and core values for your IT department. Identify quick wins and determine initiatives. Discuss and craft a leadership brand statement. Discuss project management best practices for execution. Gamification of quick win initiatives and next steps. Onsite Workshop Module 1: Gather Information From Stakeholders Module 2: Assess Stakeholders and the Current State of IT Module 3: Develop Your 100-Day Plan Module 4: Execute Your Plan Phase 1 Results: SWOT analysis Leadership assessment Day 0 to 15 learning plan Phase 2 Results: Stakeholder Assessment Current State of IT Assessment Phase 3 Results: 100-day plan Phase 4 Results: Crafted leadership brand Management presentation PrepareDays 1-15 Days 16-30 Days 31-100 Blueprint title – project overview (four phases)

6. Info-Tech Research Group6 6 Day 1Day 2Day 3Day 4Day 5 PreparationWorkshop Day Working Session Workshop Preparation Interview key stakeholders to gain insight into the role, team, and culture. Perform initial SWOT analysis of the IT department. Manage initial introductions. Assess your leadership competencies. Morning Itinerary Assess the current state of IT by reviewing results of CIO Business Vision. Update the SWOT analysis of the IT department. Afternoon Itinerary Identify and prioritize stakeholders. Discuss stakeholder engagement strategies for different stakeholder types. Morning Itinerary Determine the vision, mission, and values for your IT department. Document the current and desired state of IT. Introduction to quick wins. Afternoon Itinerary Identify quick win opportunities. Determine initiatives to satisfy quick wins. Perform high-level cost benefit analysis on quick wins. Morning Itinerary Identify cost cutting opportunities to fund your quick wins. Make business leaders your advocates. Afternoon Itinerary Craft your leadership brand. Discuss project management best practices, monitoring, and failure symptoms. Workshop Debrief Gamify a quick win initiative. Preparing a presentation for management to showcase your accomplishments. Next Steps Continuously addressing stakeholder challenges to prevent derailment of initiatives. Celebrating your successes with your team. Workshop overview This workshop can be deployed as either a four or five day engagement depending on the level of preparation completed by the client prior to the facilitator arriving onsite. The light blue slides at the end of each section highlight the key activities and exercises that will be completed during the engagement with our analyst team. Contact your account representative or email Workshops@InfoTech.com for more information.Workshops@InfoTech.com

7. Info-Tech Research Group7 7 About a year later, several key individuals unexpectedly left the company and the IT department was left scrambling. Unresolved help desk tickets increased two-fold and projects were universally late. Having learned from the previous experience, the CIO opened the second envelope. The message read, The CIO did this, and IT performance quickly rebounded. About a year later, several key individuals unexpectedly left the company and the IT department was left scrambling. Unresolved help desk tickets increased two-fold and projects were universally late. Having learned from the previous experience, the CIO opened the second envelope. The message read, The CIO did this, and IT performance quickly rebounded. The new CIO of a large corporation walks into their office on the first day and opens a top drawer. In that drawer, they find three numbered envelopes with a note stuck to the first envelope. The note reads, The new CIO of a large corporation walks into their office on the first day and opens a top drawer. In that drawer, they find three numbered envelopes with a note stuck to the first envelope. The note reads, Things were going well for the first three months, until a major project started to really go off the rails and the new CIO began catching a lot of heat. The CIO went to the drawer and took out the first envelope. The message read, The new CIO called a meeting with the CEO and the other executives and tactfully laid the blame at the feet of the previous CIO. The project was salvaged and the problem was soon gone. Dear incoming CIO… Open these if you run up against a problem you don't think you can solve. Blame your predecessor. Reorganize. Prepare three envelopes. After several smooth quarters, the IT department once again fell on hard times. The CIO went to the office, closed the door, and opened the third envelope. The message said, New CIO 2 1 3

8. Info-Tech Research Group8 8 While the previous story is simply an illustration, the data shows that it’s not far from the truth Median Tenure: 4 years, 4 months Length of Tenure Percentage of Respondents A 2014 study of CIOs in the United States, South America, and Europe shows that the tenure of a CIO is quite limited, with a median tenure of only 4 years and 4 months. However, the likelihood of a long career increases substantially for those CIOs that make it past the 2-year mark. Source: Janco Associates, Inc. “CIO Median Tenure Moves to 4 Years.”

9. Info-Tech Research Group9 9 This need for an immediate impact is not just for new CIOs Source: McKinsey & Company. IT Under Pressure: McKinsey Global Survey Results. From 2011-2013, satisfaction among executives regarding IT’s ability to meet key business objectives has been dropping steadily, most notably with respect to revenue-generating objectives such as product creation and entering new markets. These findings are contrary to other surveys that indicate that IT has matured and increased its capability. The discrepancies could be attributed to rising expectations of IT. As IT improves, the business will demand more. It’s time for IT to step up to the plate. These findings are contrary to other surveys that indicate that IT has matured and increased its capability. The discrepancies could be attributed to rising expectations of IT. As IT improves, the business will demand more. It’s time for IT to step up to the plate.

10. Info-Tech Research Group10Info-Tech Research Group10 In the same survey, when asked how to improve performance, respondents selected to simply replace IT leadership 80% 20% 20% of all respondents believe new leadership will improve performance Respondents were asked to select initiatives that would improve IT performance. Shockingly, 20% of respondents selected to simply replace IT management with new leadership. More shockingly, the majority of those respondents were IT leaders themselves. Respondents not selecting replace IT management, 80% 13% of IT leaders believe new leadership will improve performance 7% of business leaders believe new leadership will improve performance Source: McKinsey & Company. IT Under Pressure: McKinsey Global Survey Results.

11. Info-Tech Research Group11Info-Tech Research Group11 Case study: Canadian Tire Chief Technology Officer, Eugene Roman, spearheads digital revolutions in 100-day cycles “The principle is that all work is done in 100-day cycles. At each 100-day checkpoint, you assess your progress and plan for the next 100 days. All programs are driven to 100 days.” “This is not a transformation; it’s leading a revolution. The first rule of revolution is speed. I use revolutionary techniques. I teach how to lead a digital revolution.” The key to these revolutions is speed. You must act quickly and be able to show success quickly. Short-term sprints of 100-day cycles provide him with clear, measurable goals to work towards. Roman sets a strong tone at the top and uses signaling techniques to ensure the organization understands that this is a new beginning. Say, “I’m going to have this done in 100 days and I’m going to do more in that 100 days than I ever thought possible.” You call it a quick win – I call it a Thomas project. “I can because I think I can.” Sounds trite, but it’s not. We’re delivering things in 2 weeks that used to take us 2 months. Eugene Roman is the Chief Technology Officer for Canadian Tire. His mission is to accelerate the deployment of next-generation digital platforms to grow corporate revenue and evolve key platforms to support the growing needs of the business. Eugene has successfully led digital transformations at 5 corporations and was recently appointed as a Distinguished Senior Fellow at the Munk School of Global Affairs at the University of Toronto, where he will continue his outstanding work in advancing innovation in Canada. Source: Canadian Tire: Executive Management: Eugene RomanCanadian Tire: Executive Management: Eugene Roman

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