1. Leading IT through People Sharm Manwani Alistair Russell Colin Thompson Leslie Willcocks

2. Theme Description IT management is increasingly focused on business change in addition to technology management. This means a broader influencing role across the organisation and requires strong leadership skills. The technology manager role is primarily a supplier of IT and needs a mix of technical and management skills. In contrast the business change elements require strong business and interpersonal skills. The theme group will explore the implications for IT leaders in developing their own skills and those of their staff as well as the wider business community. Research will be presented on IT Management competencies from a variety of sources. The discussion will also cover the skills needed to enhance the professional disciplines associated with IT including business analysis, project management, service management and architecture.

3. Professional Disciplines IT Management Top Team CIO SUPPLIERS CUSTOMERS Leading IT through People Core Body of Knowledge Core Body of Knowledge Business Change Strategy & Planning Service Delivery Security Systems Development IT Infrastructure IT Architecture Information Mgt

4. Research findings CIO Competency Framework IT Professional Disciplines Core IS Tasks and Capabilities IT Management Skills

5. CIO Competency Framework Establishes Direction Builds Commitment Delivers Outcomes Leadership Focus Environment – which varies by lifecycle, function, industry Thinking Influencing Achieving Self Managing Leadership Behaviour

6. The BCS Professionalism in IT Programme If we are to achieve a more professional approach to the exploitation of IT, we will need an IT profession which: Is defined in terms of its ability to play a full part in all stages of IT exploitation Is seen as – and sees itself as – an integral part of the business Has appropriate non-technical skills, including management, business and leadership skills, as core competences Is about both Information and Technology Lays greater emphasis on the accreditation of current capability and competence Demands greater personal responsibility on the part the practitioner Is attractive to a wider group of entrants than at present – including those groups alienated by the current image of the profession

7. The Changing Role of IT in Business Enabling revenue generation will be IT’s primary mission within 3 years 83 % of CEOs and board members are convinced of it. But only 69% of IT managers! 2006 2009 Enable revenue growth 39% Drive cost efficiency 61% Enable revenue growth 83% Drive cost efficiency 17% Source: Economist Intelligence Unit - The Changing Role of IT in the Business. A global survey of 288 CEOs and CIOs September 2006 2009

8. A New IT Profession Core Body of Knowledge Core Body of Knowledge Business Change Strategy & Planning Service Delivery Security Systems Development IT Infrastructure IT Architecture Information Mgt

9. A New IT Profession Source: e-skills UK consultation document Jan 2007

10. Demand Opportunity Strategy The Four Tasks of the Emerging IT Function Technology Integration Architecture Market Monitoring Supplier Relations Contracts Elicitation and Delivery of Business Requirements Ensuring Technical Ability Managing External Supply IS/IT Governance Organisation

11. BUSINESS and I.S. VISION DESIGN of DESIGN of I.T. ARCHITECTURE I.T. ARCHITECTURE DELIVERY of I.T. SERVICES Business Systems Thinking Relationship Building Contract Facilitation Leadership Informed Buying Making Technology Work Architecture Planning Vendor Development Contract Monitoring Nine Core IS Capabilities (Feeny & Willcocks, 1998, 2007)

12. PROFESSIONAL - Methodologies - Ethics TECHNICAL - Technologies - Tools BUSINESS - Processes - Commercial INTERPERSONAL - Skills - Behaviours MANAGEMENT - Staff - Task Which skills are needed to progress to a CIO Skills Profile

13. IT Management Skills BCS Henley Survey

14. Research Summary CIO Competency Framework IT Professional Disciplines Managing Capabilities IT Management Skills

15. Workshop Agenda What are the people issues in leading today’s IT groups How do you lead IT through people in developing the modern business-driven IT department Specific actions - examples

16. Workshop Plan This material supports the breakout session

17. Introduction What are the people issues in leading today’s IT groups How do you lead IT through people in developing the modern business-driven IT department Specific actions - examples

18. Key Areas for Discussion Polarity between traditional IT model and business engagement and change model (SCOPE) Enablers and constraints from an individual, team and organisational perspectives (DIAGNOSTIC)

19. Scope of IT Traditional IT Business-driven What is the scope of the modern IT group? How do we evolve to the new state

20. Scope of IT Traditional IT –Technology, Services, Applications Business-driven –Processes, Information, Change

21. Enablers/Constraints - Diagnostic Individual Team Organisation What goes wrong or right at each of these levels

22. Individual –Mindset (Attitudes/Behaviours), Skills Team –Culture/Style, Mix of skills, Roles Organisation –HR Processes, Incentives, In/Out, Structure, Ownership Enablers/Constraints - Diagnostic

23. End of Presentation Please send comments to Sharm Manwani sharm.manwani@henleymc.ac.uk