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A Seat at the Table Turning the CIO into a Trusted Partner

A Seat at the Table Turning the CIO into a Trusted Partner. Rob Geller AIM CIO Meeting January 11, 2012. Established: 1996 HQ: Herndon, VA 2010 Revenue: $1.53 Billion Employees: 3,700 Business Units XO Business Services XO Carrier Services. Customers: 90,000

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A Seat at the Table Turning the CIO into a Trusted Partner

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  1. A Seat at the Table Turning the CIO into a Trusted Partner Rob Geller AIM CIO Meeting January 11, 2012

  2. Established: 1996 HQ: Herndon, VA 2010 Revenue: $1.53 Billion Employees: 3,700 Business Units XO Business Services XO Carrier Services Customers: 90,000 50% of Fortune 500, including Abercrombie & Fitch, eBay, Morgan Stanley, United States Postal Service Network: 19,000-mile Tier 1 nationwide network connecting more than 85 markets High-performance IP and transport networks Services: Broad portfolio of IP communications, managed network and hosted IT services. Some basic facts about XO. We are the nation’s premier communications services provider focusedexclusively on businesses, government and enterprises, delivering industry-leadingIP and networking solutions with exceptionalcustomer service

  3. We live in interesting times.

  4. Our world is 3D!

  5. CIOs want a seat at the table.

  6. PRINCIPLE 1:To be accepted, you must establish credibility.

  7. The services we offer must become repeatable & reliable.

  8. “You can expect what you inspect.” - W. Edwards Deming

  9. What you inspect sends a clear message.

  10. Measures should be comprehensive of:Trends and other predictive measures for proactive problem prevention

  11. Metric review methodology is as important as the results.

  12. Establish a Project Management Office (PMO) with authority.

  13. Adopt a project management methodology and stick with it.

  14. Train the team extensively in project management and the business.

  15. Compromise, but don’t miss delivery unless all other means are exhausted.

  16. Deliver Frequently.Keep the deliverables small enough to be manageable but large enough to move the business.

  17. Deliver for success.

  18. PRINCIPLE 2:We must deliver solutions to business problems.

  19. Doing the right projects is as important as doing the projects right.

  20. Establish a prioritization model.

  21. Gain corporate acceptance & sponsorship of the model’s validity.

  22. Figure out the number of projects that you can successfully manage.

  23. Don’t spend too much time on little things.

  24. Devote the timeup front to understand and assess needs and tasks.

  25. Setting the right expectations is the key to successful delivery and credibility.

  26. Agree on what constitutes success.

  27. Establish ownership to link business success to IT success.(People don’t call their baby ugly.)

  28. PRINCIPLE 3:We must look like business executives.

  29. Establish a plan with a solid architectural framework.

  30. Present the plan to the business.

  31. Help the clients understand the possibilities.

  32. Relationship buildingis essentialin becoming atrusted advisor.

  33. You should perform a business function outside of IT.

  34. PRINCIPLE 4:Focus on your “brand”.

  35. What do you want your brand to be?

  36. How do you best develop your brand?

  37. How do you publicizeyour brand?

  38. How do you keep your brand fresh?

  39. The advisory (seat at the table) stage follows:- Establishment of credibility- Delivery of Business Solutions- Business Executive Acceptance- Formation of a Brand

  40. The End of the Story

  41. Thank youvery muchfor your time.

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