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At the Feet of Giants

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  1. At the Feet of Giants

  2. Solar System Spin out of orbit Work for a leader/mentor Build a network Balancing Orbits Laws of Gravity Come crashing in

  3. Four Questions that Must be Answered

  4. LFCSAFTD Lost Footing Couldn’t Self Arrest Fell To Death LF: Sooner or later CSA: Know how FTD: Don’t

  5. The CIO’s Job Description Acumen • Responsibility to understand • Sophisticated understanding of how things work • Credibility requires a profound understanding (breadth and depth) of how the organization functions • Ability to: • Fight off competing constituencies and programs • Corral necessary resources • Negotiate and balance conflicting demands Foresight and Ambition • The leader must be able to see beyond what works today • He or she must have ambition on behalf of the organization • a drive to keep on the cutting edge of products, processes,technologies, and change 6

  6. The CIO’s Job Description Communication Skills • As a visionary and driver of change a leader will always be in a position of having to: • lobby, • explore, and • sell often radical ideas • He or she must have the ability to: • present a new concept in different ways, • to understand and address the concerns of others, and • to generate buy in among people who do not yet share the vision Passion • To succeed, a leader must have passion, intensity, and a touch of fanaticism -- characteristics of a natural leader • A passion not just for ideas and change, but for the limitless human potential for learning and growing 7

  7. Journey to the Future-State CIO Three types of leadership emphasis based on a CIOs primary activities over time: Runs the IT organization, achieving IT operational excellence & providing effective, reliable services Functional Leverages alignment & close partnership withthe business to create enterprise change andoptimize processes Transformational Creates/enables business strategy & competitive advantage through innovation across and external to the enterprise Strategic (Business) Source: CIO Executive Council WORKDAY CONFIDENTIAL 8

  8. CIO Focus: Current & future distributions FUTURE-STATE CIO Current Distribution of CIOs Future Distribution of CIOs Source: CIO Executive Council WORKDAY CONFIDENTIAL 9

  9. Focus If you are doing what someone else can do then what only you can do isn’t getting done 10

  10. IT Focus Framework Differentiating Commodity Mission Critical Non Mission Critical 11

  11. Evolution of Software Applications Differentiating Commodity High Cost Mission Critical Custom Applications IT Supported Package App. - Stable - Niche Apps. Strategic Build 10%-20% 80%-90% Buy BU or Function Apps. Partner Low Cost Non Mission Critical Shadow IT 12

  12. H.B Fuller Current State Example Differentiating Commodity Customizations Package App. Stable Upgrade Mission Critical Custom Applications IT Supported Niche Apps. Strategic (i.e.: SFDC, Futurecast, EDW) (i.e.: Prism, JDE, Accpac) (i.e.: LADW, TKS, eBiz) Build Buy 65%-75% 80%-90% 25%-35% 10%-20% BU or Function Apps. Partner Non Mission Critical Shadow IT (i.e.: Workday, and eMail) (i.e.: Access Databases for Pricing, Scheduling in Excel etc.) 13

  13. Future State Differentiating Commodity High Cost Custom Applications IT Supported Mission Critical Niche Apps. Integration 10% Invest Strategic Governance Partner 85% Build Buy BU or Function Apps. 5% Innovate Low Cost Non Mission Critical IT Facilitated Innovation 14

  14. Learn Change/ Shed Struggle Help

  15. Themes • Self-Awareness • Leadership • Define Success

  16. Definitions • Self-Awareness • Looking backward (Understand) • Know-self • Values • Gifts • Receiving Feedback • Looking forward (Therefore what?) • Leverage gifts • Clear on what you want • Giving Feedback • Outward view

  17. Definitions • Leadership • Character (Being) • Intrinsic Qualities • Learning, Integrity, Trust, Authenticity • Capabilities (Doing) • Learnable skills • Communication, Networking, Teams, Relationship Building • Style (Alignment) • Know your style • Have a backup style • Know how to read a situation and select appropriate style • Leadership Style and Leadership Capability not the same

  18. Definitions • Define context for success (Single or Multiple) • Economic • Make a difference • Family • Life Balance • Trade Offs • Validation (does it fit with 1 & 2?)

  19. ? Questions