St(R)aying the Course

1. St(R)aying the Course

2. CIO to COO Transition…. Bridge Easy to Cross OR …Bridge Easy to get Lost?

3. CIOs are … • Technically Strong & Analytical • (Perceived) to be Aligned with the Business Strategy • Handle “execution” of Business Transformation Project & leading some too • Have Good Industry/Domain knowledge (38% consider it as primary strength – Nov’10 CIO survey • Demonstrated capability at running Change Management Function too • Focused on TCO/ROI on IT initiatives • Building strong team & people management skills • Successfully Running IT

4. What’s Changing… • IT is “Everywhere” today --- More in business departments as in IT (Slow blur of lines where IT starts and ends) • Pure Technology is no longer a Key --- Business Embedded Technical Knowledge is • Larger Shift towards “Utility Computing” ……will intensify in coming years • Expansion of CIO Role into non-IT areas e.g. Operations, Risk mgt • Environment change from “Analytical” to increasingly being in “Ambiguity” • Change Management role outside of IT --- Impacts opportunity to Influence decision • Increased emphasis on Technology knowledge for COO/CEO role too • Sophistication on Product/framework side ---- Increasing “Wizard”/”Drag-n-Drop”?

5. The key Drivers for Transition… • What next ………… Hitting a “Glass Ceiling” OR Take the Risk of Branching out? • “Owning” and “Designing” Business Innovation Initiatives – becomes easier as a COO • Desire for larger Operations Control ……..Experiencing the “Outside-In” too • Demonstrating that working in shades of Grey is also equally possible as working with black & white --- Debunking “CIO with Analytical mindset can’t work in Ambigous world” • Belief that COO with tech background can excel better than COO with ops background • Wanting to “Embed” technology in everything we do • Intensity in Outsourcing Conflicting thoughts/Risks • Moving away from the “Comfort Zone” of IT • Fear of loosing the Technology Touch/expertise i.e. feeling of being “left out” • Level of “Ambiguity” to be dealt with?

6. Transition to COO …What Changed • Width & Depth of the Role • Not just “IT” or “ops” but the whole back-office (i.e. sales fulfillment) • You suddenly become responsible for “end to end” delivery of business strategy • “End Customer” becomes your key Goal/Impact-point • Innovation becomes “Managing operational ratios & Innovation”! • Focus on “Integrated Customer Service” more than “technological innovation” (e.g. Esales innovation v/s customer’s service expectation) • Better integration & synergy between Ops & IT (rather the whole backoffice) • Easier “Evangelisation” of IT within the Company • Interaction with Regulators & Industry Bodies Increased

7. What didn’t Change & Some Forced Changes • Deadline! -- They become multi-faceted & intense • People Focus– Attrition & other challenges are infact more in other functions than IT (!) Changes that were brought in • Resisting giving “Advise” to IT head on the IT/technical solution • Shift from “Cost” to “Operational Metrices” being the core measurement index • No Industry level forums exist for Operations & Customer Service (Surprise!)........working towards setting up one • Larger Alignment with Sales than before • Level of Interaction with Peers

8. Bridge Crossed …….But the Journey Continues