The document summarizes an Australian CIO summit that took place from July 28-30, 2014 on the Gold Coast. It discusses the shifting role of the CIO as a strategic innovator and identifies five different types of CIOs: utility CIO, evangelist CIO, innovator CIO, facilitator CIO, and tightrope walker CIO. It also covers topics like political savvy, conflict management, developing teams, and partnering with external parties. The document provides information on identifying which type of CIO best fits an individual and strategies for CIOs to effectively lead through areas like culture change, communication, and handling conflict.

1. Australian CIO Summit
2014
Gold Coast
28-30th July 2014

2. The Shifting Role of the CIO as a Strategic Innovator
• The 5 CIO’s – which one is you?
• Know the Big Picture
• Ready to engage (political savvy & conflict mgt)
• 6 x 3 + 5 – 8 + 3 x 9 = Getting the Best from your Team
• Partnering with external parties
• SELL what IT does
2

3. Where is this all going?
3

4. 5 CIO’s - which one is you?
Source: MIS Quarterly March 2011
4

5. 5 CIO’s - which one is you?
Utility
CIO
Evangelist
CIO
Innovator
CIO
Facilitator
CIO
Tight Rope Walker
CIO
5

7. 5 CIO’s - which one is you?
Utility
CIO
 IT Supply Orientation
 Reports to CFO
 Strong Technical bias
 Maintaining service levels
 Ensuring the integrity of infra
 Cost control
 Service availability
 Efficiency
 On-time project delivery
 Securing budget
 Gaining Management attention
 Stopping users DIY IT
 Not Necessary as most interactions are
operational
Scope of Role
Issues Critical to Success
Performance Metrics
Challenges
Relationship with CxOs
7

8. 5 CIO’s - which one is you?
Evangelist
CIO
 Changing mindsets about info
 Identifying sources of competitive advantage
 Securing ‘face time’ with CxOs
 Maintaining existing IT performance levels
 Attendance of CxOs at ITSC
 Maintaining service levels
 Number of ‘converts’
 Securing availability of a pilot budget
 Understand the business & industry in detail
 Securing ‘airtime’ with senior executives
 Establishing credibility with business colleagues
 Sporadic
 Fighting for time with CxOs.
Scope of Role
Issues Critical to Success
Performance Metrics
Challenges
Relationship with CxOs
8

9. 5 CIO’s - which one is you?
Innovator
CIO
 Delivering opportunities for securing advantage
 Raising profile of the IT unit as a business partner
 Delivering meaningful business innovations
 Securing business commitment for significant business
change
 Appointing Demand managers
 Being part of the strategy process
 Value of Innovations developed
 Requests for additional service
 Ensuing continued investment in strategic opportunities
 Limiting key operational & support apps
 Gaining active governance of IT at board
 Regular formal and informal meetings
 Challenges valued by CxOs.
Scope of Role
Issues Critical to Success
Performance Metrics
Challenges
Relationship with CxOs
9

10. 5 CIO’s - which one is you?
Facilitator
CIO
 Empowering & enabling the business with info
capabilities
 Levering IT assets
 Encouraging info ownership by the business
 Preparedness of the business to adopt new skills
 Training & supporting capabilities to enable
business innovation with IT
 Outstanding ROI from Information
 Achieving competitive advantage from info
exploitation
 Managing migration of IT innovation into the
business
 Letting go
 Trusted partner
Scope of Role
Issues Critical to Success
Performance Metrics
Challenges
Relationship with CxOs
10

11. 5 CIO’s - which one is you?
Tight Rope
Walker CIO
 Developing agile infrastructure
 Coordinating organisational info & technology requirements
 Maintaining service levels
 Identifying emerging technologies
 Ensuring integrity & agility of technical architecture
 Reading the technology marketplace
 Guaranteeing security & privacy
 Service availability
 Customer satisfaction
 Technology responsiveness
 Staying at the cutting edge of technology
 Managing intelligent & demanding users
 Setting technical standards & policies]
 Speed of response
 Advisor on policies, risks & technical capabilities
Scope of Role
Issues Critical to Success
Performance Metrics
Challenges
Relationship with CxOs 11

12. 5 CIO’s – did you figure out yourself?
Utility
CIO
Evangelist
CIO
Innovator
CIO
Facilitator
CIO
Tight Rope Walker
CIO
12

13. Can you see the bigger picture?
13

14. David’s 5 Expectations
Monday September 5th 2011
1. Winning Team
o Accountability for getting results but do this as a team
2. Punch above your weight
o Bring your brains to CUA everyday
o Challenge the status quo
3. Being uncomfortable is normal
o Contribute outside of your comfort zone
o Learning Agility (sharpening your own sword)
4. Strive to be a Change Agent + Trusted Advisor
o Drive change & influence business direction
5. Have fun
o Enjoy work and your life

15. What Culture that you want?
Drive the culture to desired end state
15

16. Where are we going - @ 10,000 Feet
16

17. The Bigger Picture - know your numbers
17

18. The Bigger Picture -
communicate...communicate
18

19. Ready to engage – Build team’s Political
Saavy
19

20. “Leadership is a Contact Sport”
• Personal touch matters
• Frequent follow-up works
• Inside & Outside coaches
Source: Marshall Goldsmith
20

21. Political Savvy & Conflict Management
Source: Patrick Lencioni
21

22. Avoiding a Dysfunctional team
Source: Patrick Lencioni
Unwilling to be
vulnerable
Feigning buy-in for
group decisions
Seek artificial
harmony over debate
Focus on personal
success above team
Not calling on peer
behaviour
22

23. Wolf CIO
• Are you a hunter or just food?
• Do you stay on the Light side and never enter the Dark?
• When is manipulation required?
Source: Gartner
23

24. How to handle Conflict ?
24

25. Person E
Person H
Person D
Person F
Person C
Person B
Person G
Wolf Jnr
Person A
Approach to POWER
CIOs with a Lamb power approach are often driven by a desire to
be liked and likeable. They enjoy having a positive working
environment, and generally prefer not to stand
out either positively or negatively. Many may view them as
having an affable lack of ego because they tend not to be
concerned with power or status.
CIOs with a Jr. Wolf approach to power are driven to do what is
best for the enterprise and aspire to get along with their
colleagues. They tend to rely upon the positional
power that comes with the role, or the power that comes from
collaboration, and may inadvertently leave some power tools
underutilized as a result.
CIOs with a Wolf power approach are willing to
go to the dark side, using power to get
things done and gain respect, but they blend
their tactics with lighter-side approaches to
ensure likability. They know that sometimes
using power is necessary to gain compliance,
but they take care to avoid creating too much
collateral damage when they do so
Source: Gartner25

26. Wolf Jnr
Approach to MANIPULATION
CIOs with Wolf manipulation approaches will go
to both ends of the spectrum, blending both
light and dark manipulation tactics at the same
time to get the job done. They display a strong
sense of values, but are not so inflexible in
adhering to them that they
cannot get the job done. They strive to be honest
and trustworthy, but refuse to be an easy target
for other manipulators. Overall, they focus first
and foremost on what is best for the enterprise,
rather than using their powers of manipulation
for personal gain.
CIOs with Dove behaviors are driven
by a strong sense of values and
beliefs. They have a set of principles
around right and wrong which guides
all of their actions. They believe that
it is important to win the hearts and
minds of others in order to expect
their ooperation with any initiative.
Challenges include:
• Impervious to status and hierarchy,
you prefer systems with fairness and
equality
• You may seem unrealistic,
uncompromising or out of touch with
others
CIOs with Jr. Wolf manipulation approaches gather and
use information primarily as a defensive maneuver
against dark-side colleagues. They will seek to
understand stakeholders and situations as well as
possible before deciding how to proceed. Most often,
they will cooperate with colleagues and give them the
benefit of the doubt, but will protect themselves by
documenting the interactions.
Source: Gartner26

27. Wolf Jnr
Approach to WARFARE
CIOs with Dolphin characteristics
create followership by making
people want to go with them by
making the experience fun and
enjoyable. Dolphins are the
extroverts of the animal kingdom;
they truly enjoy being with and
leading people, and prefer peace to
warfare. They consume information
in the same way they consume
schools of fish.
Dolphins gather information about
their followers, their enemies and
their environment, analyze that
information and use it to prevent
warfare — but they succeed at
warfare when they have no choice.
'CIOs with Shark characteristics are aggressive in the
extreme. Others follow them because they know that in a
battle these CIOs will win, and they fear being on the
losing side. Shark CIOs amass a wide arsenal of powerful
weapons, and create a
fearsome reputation by taking down any competitors who
get in their way. Sharks do form alliances, but because of
their fearsome nature, usually their alliances are only with
other Sharks.
To succeed in warfare, Wolf CIOs master a
blend of light-side social and information
analysis skills and dark-side fighting skills. By
periodically going to extremes and
demonstrating both an understanding of
their people and the environment and an
ability
to dispatch threats with extreme prejudice,
they can grow and protect their territory
while building a lasting peace. Wolf CIOs are
highly disciplined and able to create well-
organized campaigns that require long-term
planning and multilateral tactics. They are
also highly adaptable and can analyse large
amounts of information, finding the most
important data points, and adjust their
tactics dynamically to suit the situation.
CIOs with a Jr. Wolf approach to warfare are excellent
planners who take a highly
disciplined approach to creating partnerships and
leading change initiatives. Their motto
might best be described as, “the best defense is good
planning,” Jr. Wolfs plan far in
advance, and are highly transparent and clear in their
approaches and communications.
They prefer peace, but when they need to, they can
organize complex IT initiatives
resembling campaigns.
Source: Gartner27

28. Wolf Jnr
Extreme Animal Profile
You are a Light-Side CIO. Light-side leadership
behaviors are positive and inspirational. CIOs
need many stakeholders at multiple levels and
across multiple business units to
cooperate so that they can successfully
complete complex IT-related initiatives. Many
of the most strategic and high-value initiatives
require creativity and enthusiasm both for the
initiative and the leader. As a Light-Side CIO,
you create loyal and enthusiastic followership.
Unfortunately, it is not ideal to rely solely upon
light-side behaviors. Some staff may not share
your values, and therefore will be uninspired
by them. They may have agendas that are
more self-focused rather than enterprise-
focused, or may be loyal to another executive
and thus find themselves inadvertently in
conflict with your goals. Most importantly, the
intimate relationships established in such
teams can leave you vulnerable and open to
attack, with few options for defense. As a
result, you must consider building your toolkit
of extreme dark-side behaviors to help you
evolve into astrongly balanced Wolf CIO.
You are a Wolf CIO. For CIOs, the ultimate
animal is the Wolf — an ideal balance of an
intelligent, social creature that can inspire
loyal followership and create group affinity;
and the ruthless predator that can lead a pack
of strong fighters, win in a competitive
environment and command a large territory.
Wolf CIOs display all of these qualities to lead
highly complex IT organizations with an
evolving purview as IT capabilities expand
reach and range globally through
information, mobility and social media. The
territory of the CIO is no longer the
basement data center; it now has the
potential to reach as far as technology does.
Yet as with the Roman Empire, with a greater
territory to protect and maintain comes
greater risks. As a Wolf CIO, you must always
grow and maintain your arsenal to protect
the valuable assets you have created.
You are a Jr. Wolf CIO. A young Wolf, you show many signs of evolving into a full-
fledged pack leader. You use the power that you have in the hierarchy, and strive
to work collaboratively with others. You will compromise with others to make
some progress rather than none. And you use information as a defensive tool to
protect yourself and your team. The tendency to compromise is driven by a
“middle ground approach” intended to avoid unnecessary conflict. This may result
in a CIO appearing too malleable and predictable. Potential enemies will
recognize that such a CIO is unwilling to go to extremes to achieve a goal.
Unfortunately, the middle ground is not always safe and limits a CIO’s ability to be
truly competitive. To evolve into a strongly balanced Wolf CIO, you should
consider taking more risks, but in a calculated rather than reckless manner.
Source: Gartner28

29. Getting the best from your Team
6 x 3 + 5 – 8 + 3 x 9 = Team Outcomes
29

30. Leadership Development
Source: Lominger FYI30

31. BehaviourExperience
• Deep Knowledge of Analytics
• Working level of Business LOS process
• How to effectively partner with others
• Account Management
• Time Management
• Project Management
• Experience in leading a stream of a large
transformation effort
• To proficient in Benefits Realisation
• Drive the development of a new customer
engagement models
• Innovative - risk taking behaviour
• Be agile by driving accountability and clarity across
the organisation
• Take stronger leadership in challenging the status quo
and how things are done
Skill Knowledge

32. 1. Cultural sensitivity (Dwaili parties etc)
2. Weekly Partnership meeting
3. Weekly Fortnightly Executive Meeting
4. Monthly Senior Executive Meeting
5. Bi-Annual Senior Executive Meeting
Vendor to Partner Relationship
32

33. Marketing IT
33

34. Questions
34