1. B 19 - IT strategy ITU Session 7b Communication and IVK chapter 12
Robust Operations and communication
B 19 - IT strategy ITU Session 7b Communication and IVK chapter 12

2. Assigned questions Chapter 12: Communications
How should Barton handle the CEO’s new tendency to offer him helpful, but misinformed advice?
How should Barton communicate with people outside the IT department to rebuild his and his department’s credibility? How frequently should he communicate with the CEO? With his peers? Should he rely on “The Doctrine of Completed Staff Work” as he formulates a communication strategy?
What advice would you offer to Barton to help him break out of the cycle of constant firefighting? Is Barton becoming like Davis? Is that inevitable?

3. Stakeholder analysis Four types (and what to do with them?)
Allies – share architects interest and vision
Network members – share interests, but not involved, potential resource for mobilization
Blockers – logically and strategically important but with conflicting interests
Slowers – indirect cooperation needed from them, but may put up indirect and/or subversive negotiations

4. Stakeholder analysis Player Type of Stakeholder Carl Williams- CEO
Linda Trilling – new VP Loan Operations
Ehsan Nisar – VP Customer Services
Ben Lao – Director of Collections
Ed McLaughlin – VP Financial Management
Maria Navarro – VP Human Resources
Eva Dillard – VP Corporate Planning
Momoko Sato – VP Capital Markets
Omar Willis – VP Business Development
Bernie Ruben – Dir of Tech Services
Raj Juvvani – Dir of Customer Service Systems
Tyra Gordon – Dir of Loan Operations Systems
Paul Fenton – Dir of Infrastructure
John Cho – IT Security
Gary Giesler – Dir of IT Planning & Control
Francesco Carraro – IT savvy Board Member

5. Managing CEO (+ other shareholder) expectations
Organizational characteristics
Culture
Size
Industry standards
Maturity
Techniques
Assumption surfacing
Vision sharing
Project management
Participatory
management
Formal procedures
Communication
Metric selection
Proactive Education
CIO - CEO relationships
Track record
Superiors IT knowledge
Communication options
Trust
Project characteristics
Visibility/viability of project
Scope
Internal or external focus
Anticipated/unanticipated
changes/opportunities

6. Ten commandments + 1 Predictions CIO roles
IT and business iteratively and cooperatively shaping each other
Internet based systems will become mission critical
E -business transformation will push organizations towards higher degree of virtualization and networking
Organizational nodes of competency will be more flexible, more competent and more knowledgeable but require integration
Customer service quality will become a key metric for assessing performance of managers
IT infrastructure will be critical to organizational performance
ERP systems will need to be integrated with many hybrid best-of-breed solutions for CRM, SCM, HRM,
Ability to leverage skills across the enterprise inside and outside IT function
Creating and managing coordination mechanisms is key
A significant proportion of IT activities will be managed through selective outsourcing and multi-sourcing activities
Strategic alliances calls for new ways of jointly managing value nets, shared projects and continuous activities
Business strategist
E-business co-leader
Transformation champion
Systems integrator
Customer service manager
Infrastructure visionary
Solution integrator
Talent builder
Organizational architect
Sourcing manager
Strategic alliance manager
Modified after Sambamurthy et al. 2001

7. CIO communication outside own function
How should Barton communicate with people outside the IT department to rebuild his and his department’s credibility?
How frequently should he communicate with the CEO?
Should he rely on “The Doctrine of Completed Staff Work” as he formulates a communication strategy?
What advice would you offer to Barton to help him break out of the cycle of constant firefighting?
Is Barton becoming like Davis? Is that inevitable?

8. IT infrastructure strategies Business application needs
Governance archetypes and IT decision areas
Decisions
Archetype
IT principles
IT architecture
IT infrastructure strategies
Business application needs
IT investments
Input
Decision
Deci
sion
Business Monarchy 27 6 7 1 12 30
IT Monarchy 18 20 73 10 59 8 9
Feudal 3 2
Federal 83 14 46 4 81 93
Duopoly 15 36 34 23 17
Anarchy

9. Conclusion chapter 12 CIO must deliver the basics
Systems should be running – minimal disruptions
Got to get the IPads and other PDA’s etc. of board and CxO’s working effectively 24/7
Must be perceived to be responsive to requests
Become the ‘master of all trades’ – list of CIO roles
Manage communication to CEO and other stakeholders