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eLeadership & the C I O

eLeadership & the C I O. www.ndu.edu/irmc. Global learning community for government’s most promising information leaders. Presentation to United States Telecommunications Training Institute May 25, 2006. Dr. Kathleen M. Schulin schulink@ndu.edu 202.685.3896.

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eLeadership & the C I O

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  1. eLeadership & the CIO www.ndu.edu/irmc Global learning community for government’s most promising information leaders Presentation to United States Telecommunications Training Institute May 25, 2006 Dr. Kathleen M. Schulinschulink@ndu.edu202.685.3896

  2. The Information Resources Management College … a global learning community for government’s most promising information leaders Provides Strategic leader development Current, timely, and future-focused learning Access to learning wherever our students are www.ndu.edu/irmc

  3. eLeadership Challenges • Focusing on Achievable Objectives That Address Customer Needs • Maintaining Management Stability Through Executive Commitment • Collaborating Effectively With Partner Agencies & Stakeholders • Driving Transformational Changes in Business Processes • Implementing Effective Funding Strategies GAO, Testimony Electronic Government GAO-04-561T, March 24, 2004

  4. eGovernment Pacesetters vs. Bulldogs with Lipstick Pacesetters Embrace Technology As An Opportunity Move Faster And Earlier To The Internet Integrate On-line And Off-line Businesses Improvise With Experiments Strategize And Integrate e-Initiatives Give A Serious Effort Not A Half-Hearted One Kanter, e-Volve: Succeeding in the Digital Culture of Tomorrow, 2001

  5. Roles of the CIO Business Leader Manager Develop leadership in IS mgt team Demonstrate value of IT Strengthen business/IS linkage Provide leadership & guidance to board/exec Technology Leader Improve quality of IS service delivery Increase IT architecture & standards use Strengthen program/project prioritization & mgt Make IS more service oriented Efficient & flexible infrastructure Tightening security and privacy safeguards Gartner EXP – 2004 Broadbent & Kitzis, The CIO Leader, 2005

  6. Leader Takes risks Leads change Innovates – sees potential Leverages information Focuses on netcentric capability Is an Enterprise visionary Is an Enterprise strategist Aligns IT with mission goals Tunes into the environment Communicates at strategic level Develops strategic partnerships Sits and influences at the decision table Manager Avoids risks Is a technical expert Focus primarily on technology Determines demand for technology Embraces technical change Conducts routine business Focuses at function level Gets things done Faster, better, cheaper Executes and controls CIO – Leader vs. Manager Path less traveled Path well traveled

  7. The Successful CIO Recognizes the Role of Information Management (IM) in Creating Value Positions the CIO for Success Ensures the Credibility of the Information Management Organization Measures Success and Demonstrates Results Organizes Information Management to Meet Business Needs Develops Human Capital Source – GAO, Exec Guide: Maximizing the Success of CIO, February 2000 [GAO-01-376G]

  8. CIOs Say - Skills for Success • Communication 70% • Understanding the Business 58% • Strategic Planning 46% • Knowledge of Technology 31% • Negotiation Skills 19% • Salesmanship 17% • Technical Proficiency 10% Talk Not Technology Executive Skills Premiere Importance Source CIO.com, Research 2002

  9. What CEOs Say CIO Needs to: • Communicate effectively • Strategically think and plan • Understand business processes & operations • Have thorough knowledge of technology options • Understand industry trends, market forces & business strategy • Have negotiating skills • Be technologically proficient Prewitt, It’s All about You,CIO, Nov 1, 2004 Ware, CIO Research Report: State of CIO 2004: The CEO View, Nov 2, 2004

  10. Various CIO Roles Traditional Technology Visionary Leader Contemporary Manager Lead Create new business models Provide an IT vision Drive the IT team React to new technologies Understand key trends Stimulate tech and business demands Anticipate With the business units Continuous strategic cycles Strategize Within IT Organize Services function Delivery function Innovator Improve corporate performance Deliver Support Best practice Results with an optimized portfolio Measure Operations Business results Source: Gartner EXP Research

  11. Developing CIOs & eLeaders The Advanced Management Program Change Leadership Communication Critical Thinking Collaboration International Attendance Arranged by Director Security Assistance Training Field Activity (SATFA) U.S. Army Training and Doctrine Command (TRADOC) ATTN: ATFA-RQ Commercial (757) 788-3255 173 Bernard Road, Bldg 139 Fort Monroe, VA 23651-1003 Fax (757) 788-4142 Dr. Kathleen Schulin Director schulink@ndu.edu http://www.ndu.edu/irmc/programs/amp.html

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