1. ECT 589: E-Commerce Management
Week #9
Leadership and New IT Organization for
e-Business
4/17/2019
ECT 589 Susy Chan, Ph.D.

2. Agenda Market News Planning for Emerging Technologies (cont.)
Leadership
Building the New IT organization
General Motor Case
Week 10: Guest Lecture
Week 11: Final Project Presentation
Source: Broadbent & Kitzis, The New CIO Leader, 2005.
4/17/2019
ECT 589 Susy Chan, Ph.D.

3. Leadership vs. Management
Leadership is about change and influencing others to change; requires vision, strategy, inspiration, and passion. (charisma?)
Management is about execution and control; planning, organizing, control, and analysis.
Adaptive change vs. technical change
4/17/2019
ECT 589 Susy Chan, Ph.D.

4. The Elements of Leadership
Vision
Communication
Relationship building (functional vs. relationships)
Building political capital (political=“knowing your context, your environment, and when to concede a point to win support for some long-term position.”)
Emotional intelligence: self-awareness, self-management, social awareness (empathy), social skills
4/17/2019
ECT 589 Susy Chan, Ph.D.

5. CIO: Leading Through Influence
Influence vs. formal power base
Personality types (Carl Jung
Myers-Briggs Type Indicator (E/I, S/N, T/F, J/P)
Sample online test:
MBTI for leadership and team building: example ( )
Leadership style (Hay/McBer): All styles have their time and place.
Commanding: “Follow me because I say so!”
Pacesetting: “Follow me – do what I do.”
*Visionary: “Follow me because I see the future.”
*Affiliative: “Follow me because we’re in this together.”
Coaching: “Try doing it this way.”
*Democratic: “What do you think?”
4/17/2019
ECT 589 Susy Chan, Ph.D.

6. CIO Leadership Takes Two Forms
Demand Side (60%-90%)
Understand the environment
Create a vision
Shape/inform expectations
Create IT governance
Integrate business and IT strategies
by persuasion & relationship
Supply Side
Communicate IT performance
Manage enterprise & IT risks
Develop a high-performance IS team
Build a new IS organization
formal authority?
4/17/2019
ECT 589 Susy Chan, Ph.D.

7. Traditional IS Responsibilities
Driving Innovation
Delivering Change
Supporting Infrastructure
4/17/2019
ECT 589 Susy Chan, Ph.D.

8. The Shape of IS Lite Embedded in the business units
Traditional IS Responsibilities
Driving Innovation
Embedded in the
business units
Outsourced to external service
providers
Delivering Change
Supporting Infrastructure
4/17/2019
ECT 589 Susy Chan, Ph.D.

9. Five Key Roles to Retain in IS
IT leadership
Architecture development
Business enhancement
Technology advancement
Vendor management 1
Supply Side
Demand Side
Driving Innovation 2
Embedded in the
business units 3
Outsourced to external service
providers
Delivering Change 4
Supporting Infrastructure 5
4/17/2019
ECT 589 Susy Chan, Ph.D.

10. Five Critical Roles to Retain
IT Leadership: crucial to the implementation of IT vision and IT organization transformation
Architecture development: essential for ensuring system links with outsourcers, process-based work, control standards, and security management
Business enhancement: essential for shifting from a technical to a business orientation and from a cost-centric to a value-centric focus
Technology advancement: introduction of emerging technologies that will directly support business goals.
Vendor management: important for outsourcing and capability management (performance monitoring)
4/17/2019
ECT 589 Susy Chan, Ph.D.

11. Develop a High-Performing IS Team
Leadership skills/style of the CIO and the IS team
Human skills: self-awareness, self-management, social awareness, and social skills
Task needs: clarity of direction, procedures, etc
Group needs: size, structure, coherence, process, roles, communications
Individual needs: empathy, not just technical skills
Understand staff’s personality types
Practice a range of leadership styles in the IS group
Build team’s human leadership skills
4/17/2019
ECT 589 Susy Chan, Ph.D.

12. Develop a High-Performing IS Team
New IS Competencies
Technical
Business
Behavioral
Analyze the competencies needed for IS jobs
Competency assessment : basic, proficient, advanced, coach
Compare role profiles with individual profiles
Close competency gaps with training and recruiting
4/17/2019
ECT 589 Susy Chan, Ph.D.

13. New IS Competencies -- Technical
T1: Understanding existing systems and technology
T2: Designing and developing applications
T3: Applying procedures, tools, and methods
T4: Integrating systems
T5: Designing technical architecture
T6: Understanding emerging technologies
4/17/2019
ECT 589 Susy Chan, Ph.D.

14. New IS Competencies -- Business
B1: Understanding business practices and approaches
B2: Understanding business organization, politics, and culture
B3: Behaving commercially
B4: Understanding and analyzing the competitive situation
B5: Managing projects
B6: Managing change in the business from IT applications
B7: Planning, prioritizing, and administering work
B8: Communicating & listening and gathering information
B9: Focusing on customers
4/17/2019
ECT 589 Susy Chan, Ph.D.

15. New IS Competencies – Behavioral
H1: Leading, inspiring, and building trust
H2: Thinking creatively and innovating
H3: Focusing on results
H4: Thinking strategically
H5: Coaching, delegating, and developing
H6: Building relationships and teamwork
H7: Influencing and persuading
H8: Principled negotiating
H9: Resolving conflicts and problems
H10: Being adaptable
4/17/2019
ECT 589 Susy Chan, Ph.D.

16. Hierarchy of Business Value Measures
Revenue growth
Return on assets
Rev per employee
Business financial value
Business
Management
Time to bring a new
Product to market
Sales from new products
Products/service quality
Business operational value
Dilution of IT trail
Fewer handoffs
Ability to cross-sell
Supplier integration
Business process value
Implementation time and cost
of new app
IT application business value
IT investment
Infrastructure
Availability
Cost/transaction
Cost/workstation
IT infrastructure business value IT
Management
IT investment
Time for Business Impact
4/17/2019
ECT 589 Susy Chan, Ph.D.
Source: Weill & Broadbent, 1998

17. Dashboard for IT Responsiveness
Product
Development
Effectiveness
Demand
Management
Market
Responsiveness
Sales
Effectiveness
What the
Business
Watches
Customer
responsiveness
Supplier
effectiveness
Supply
Management
Operational
efficiency
Finance &
Regulatory
responsiveness IT
responsiveness
Support
Services HR
responsiveness
IT Responsiveness
What CIO
Reports
to the
Business
System
Performance
IT support
performance
Partnership
ratio
Service-level
effectiveness
New project
index
IT total
Cost ratio
New-Projects Index
Monitor
New
Initiatives
On budget
On time
Customer
Care
Performance
Sales cycle
index
On-time
delivery
4/17/2019
ECT 589 Susy Chan, Ph.D.