ing the CIO MandateExpand
wrganizations in a Quantum ageNetonian o
ouork iaewtonian n leadehip guru Margaret Wheatley, y wn NAccordig tors
ichnging faster than ever before in na uantum age. Your business s aorganization i Q
aion from clarity to uncertainty. Today's ving meory. You have moved in one genertlim
hat tomorro brings. You and your eil tomorrow - no matter wwruls wl not apply
our own brand of fuzzy logic. ge leadership must seek out and createycolleaus in
ave only to options: adapt or die.You hw
illhoropely understand IT w be uite soon now any CEO wse board does not prQ
illuif ou are reluctant to embrace gedtohistory. Competitors w overtake yo yconsin
ds CIOs: Are you part of the . i raises some key questions for toay'technologyThs
ll believe the future is predictable and oot of the problem? Do you stisolutin r par
blems, even though all your able? o you still believe in solutions to proknowD
aig uions to the challenges you lls ou there are no all-encompssnsoltexperience tey
face?
a eostrahat the future is bright, but t on expanding the CIO mandtedmntes tThisrepor
vey of some of the best and most l ou embrace it. It draws on a career suronyif y
inesse in the UK. It will inform your lIOs in the biggest, often global, busssuccessfu C
uive talen management and inaot our own career and about IT execttthnkig buy
eeam. It will help you to vere generally. Use it also to educat your tdelopment mo
lotoess to IT knowedge and passin final stage of your career, bringing accshape the
eigits capability to deliver and v top of your organization, and strengthnn the ery
global future.compete in the
op of the organizationIT at the t
ighh p of lae organizations. From as always been IT vision and inst at tetorgThereh
ere 'Is' of great strategic vision, flair and 90ough the 1980s there wT baronthe 15s thr
hoey frequently persuaded their ive power w had the ear of the CEO. Thexecut
usiness could barely articulate and t spend millions on systems the borganizationso
we would operate today, yet these baronsil never understood. This isn't howcertany
rong They led their large ight more often than they got themw.got things r
into the computer age.organizations
lhe accountants, the board,Eventualy t bnss schools and the press all the usie
ere nlogy leadership. The barons wo accountability and less techodemanded mre
anted in the era of consultancygl ept ay at the beginning of the 1990s, unwlareyswaw
vund core copetencies, corporate re-dhlehora of organization initiaties aroman te pt
o (and on). The technologist IT guiess process redesign and so nenineering, bsn
ievel elationships and ere replaced by general managers wth their peer lrleaders w
ere figaw unprepared they wor runnn ords; but it soon became cler hotrusted trackrec
e meant 'career is over' in the rush gations and change programms. CIOlare IT oper
ing nearshoring - anything to oing,insourcing, right sourcing, offshor,for outsurc
a. aoble of IT just go awymke the prm
ahlast 10 years we have been looking hallenges do not go awy, and over te But IT c
illhaI in the modern era. This report w ueefully at wt makes great COsmch mor car
feive leadership. l obetter understand the uture of IT xecuthepyu
- 1 -ing the CIO MandateExpand
ects - the earlier workAnteden
ohLadoeurces:ur research builds upon earlier reports frm te EF n thr soO
IOThe New C
vian observed the rehabilitation of h ndofthe 1990s Michael Earl and Philip ViAt tee
' as orldjor ntprises. This 'New CIOw athe very top of the w's maeerthe CIOt
vvy competent and business satechnology h ldIT barons,like teo but was also an
' as an insider and an effective ffev politiian and 'played the business gameectiec
leader.
s ere members of the oerating board and 60 percent ef hese Ne CIOwp70 percnt otw
o created a shared vision e t teEO. They had built effective relatinships,reportdoh C
ine, developed a strong IT executive elivered a credible service to the busssfor IT,d
ive cibution and sound judgement. They had ere known for their decisontrteam and w
tolicy and an input to responsibilities for change leadership and echnolgy ponew
holandape). The New (in response to the changing tecnlogy scbusiness strategy
iT function on business-focused spnthalf or more of their time outsde the ICIOse
vitiacties.
etting to be CEOG
nChatham looked at IT executives hork fothe LEF (published 2005), Robia In er wr
oonIing a range of ho had made it o CEO, MD and other top jbs beyd T. Uswt
iterpersonal relationships was the key choahicalools she found that ability in npsygrp t
aders seeking to emulate their ss. These successful CIOs told IT leto their succe
breakthrough to:
x oleoda usiness executive first and technlogist ony scnbe seen as b
x 'educating users' and start llaborativeapproach (stop talking aboutadopt a co
lede'sharing knowg')
x ithpsensitivity towards fierce resolve, but couple it w emathy and have drive and
others
x otinspi others and lead them through changedevelop the visin o re
x luding your bossays be ppetlenge your colleagues, incalwreard o chal
x nu and use it!develop a sese of humor,
O Role-TypesCI
duced his CIO Rolepes model in an Plats, co-author of this report, intro-TyBrinleyt
tween CIOs for the first time, tin2006. This model differentiated beLEF repor
ve,ontnand Paratrooper, and izing he as Professional, Executi Csulat charactertm
eiation occurs. aense of hy and how the differntmking sw
thidividual career-paths you are on, to ivitalfoou and your team to knowe nIt s r y
your dveloping strengths and dado you are viewed, and to knoweunerstn hw
iain o ne that it has a CIO and eakneimportant for your organztotesurwesss. It is
iate to its circumstances.team appropr
i ean do it in just a fewmnutes usingfet plotted your CIO role-typ, you cI you haven't y
Eline tool at: the LF on .lfoaurvey.asphtp://wwwef.csc.com/perrmnce/st .
d IT execupss to CIO and howifferent pes analysis reflect howtives rogreThe Role-ty
gooahing will help you to execute their roles. The associated dianstics and ccCIOs
vma dadf and team, and to improe perfornce.unerstn yoursel
- 2 -ing the CIO MandateExpand
eorkThe Currnt W
le ere norking on a blank canvas. We coud hee began this research wwot wSo, wn w
hose andate has been expanded ede how a new breed of CIO wmalray se clearly
Weorld's most successful businesses. lps to shape the future of the wbeyond IT he
fIs hve led to the development o eho the complex role demands on COacould se w
e had the CIOs are not all the same. And winctive career paths, and howseveral dsti
IT execivesho had made it to CEO and ofhose relatively fewut wtestimony t
fapoulnleadership roles at the top o mjor cororatins.eqivaet
i thcessful New CIOs e laed was any reliable insght into howese sucWhat wck
ohing specific to them or their d heir enviable positions. Was it smetachievet
ve place at the right time, or hathey ?ave they been lucky, in the rightorganizations H
n geneted their ow luck? somehowra
ith CIOs ith an expanded mandate -eddtailed interviews w 20 NewwWe conduct e
ihttinl IO role or operating asa e for significant activity outsde te radioaCresponsibl
ganizations.bf the CEO's top team - in large orcore memer o
ledeight Consultant CIOs, one e le-Type model to our group revea Applying thRo
o Profesoals. Thus 85 percent of our group uive, ninePaatroopers and twsinExect r
rolfoutside the dapinted into their expanded mandate CIOes rom ha been po
il services, the remainder spread ve thid of them were from financaorganization; or ar
ivenly ao a range of other sectors.farly ecrss
e obseved to factors operating in parallel e exained their development wrwWhenwm
e callddve heir careers. The first we to rit personal attributes t do with their -o
n we called es and how they behave. The secodpersonaliti er transitionscare -h te
oported on the journey by their ey all went through to get to the tp, supstages th
tributes.personal at
ttributesPersonal A
certi, getting to the top in any epate life can be challenging and unanBecaus coror
d te challengesn exceptional energyan preparedness toake on thprofessio requires
hdgree of self-management tat dks. Success over a long career demans a dean ris
n oality. As CIO you must find your ow coe from a well-integrated persncan onlym
n personal attributes.ay ofn it all together - your oww keepig
h ve successful CIOs in our researcud35discrete personal attributes driing thWe fon
nlue into five categories:pae, clsterd
1. tant to you in all aspects -hclear peonal principles that are imporValues te rs
flife, work and careero
2. ves youin tough times v- he powerful sense of motivation that dri Driers t
u'iliency' and 'adventure')(sch as res
3. support your growth and istics - the positive personality traits thatCharacter
, integrity)veeg. authenticity, honesty, transparencydelopment (.
4. ive on your contribution, value, and utlook - your positive personal perspectO
s as youadvelops)ithe enterprise (this growr creer eplace n
5. ad making the most of anyagitment to personal development nLernin - comm
rectaes).igopportunity (including taking risks and corting misklearnn
f purpose, all our expanded vary widely in outlook andsenseoAlthough they
e pporting personal aes have a well-developed and congruntset of sumndat CIO
ard in the face of difficulties and setbacks.istithat keep them moving forwcharactercs
- 3 -ing the CIO MandateExpand
eaonsCarer Trnsiti
Business
IT Grand cStrategi ddExpane
Foundation
Turo roughBreakth entationOri Mandate
addandate CIOs take more or less the lso found strong evidence that expne mWe a
ben thid queried our findings, ut o to the top. We wre not expectigs ansame jurney
vfthis 'royal road' to the top:nced that we have found strong eidence o remain convi
1. e developed the First, thy dFounation iical peonal attributes of the crtrs
bovedescribed a
2. f Our CIOs had all establihed a broad technology oundation.Second, theys
first half ofspent the i hat e have called the their careers engaged nww IT
randG Tour dpical understanding of many of . They each gained a broa ract
dliv, without settling in joa of IT service development and eerythe mar spects
didfthem (as many of their early peers )any one o
3. ieofIT, maybe with a tey undertook roles and responsibilities outsd Next, h
iuess to develop a reliable ogoent but sufficiently wthin the bsinstrn IT compn
aibune tive and to gain credibilitymongst ther sissbusiness perspec
geall this transformation their colleaus. We c iness eakthroughBusBr
4. us breakthrough they all, at eitha echnology foundation and bsinesArmd w t
ie their level of ial point, found roles that enabled them to rassome critc
isue viewing and efous from operatonal and tactical iss toITattntion and c
vdaetrategically. They achiee business mor s Strategic Orientation.
5. il,arked out their areas of now they had established their credentas mBy
lhips. Finally, they all took on pabilid built influential reationspersonal caty, an
nh core executive team that vitied them to become accepted i teacties that l
asked for it,times they eguiethe business. Sometimes they somedircts and ds
uthey never refused it. They grabbed it; bt Expanded their CIO Mandate.
dcareer trategies that distinguish iscover the key differentiators an sWe set out to d
n eingtofind a number of s ho have made it to the top and beyod,xpect the CIOw
eour outcome to the simplified ive route. In fact we wre able to reduce alternats
n in the Fiure.nof development stages, showggeeric model
search reportThe LEF re panding the CIO Mandate Ex looks in detail at the
T ories reveal the career he individuals in the study. heseststories of t
we 'New' to follo to elopment route we recommend other prospectivCIOsdev
executive top table.aaed mandate and a place at thegain n expnd
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