Socitm Learning taster session Developing the new CIO role

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Socitm Learningtaster sessionDeveloping the
new CIO role

• What is the role of the new CIO?
• Chris Headand Martin Ferguson

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Introducing Merlin . . .

• . . . but it isn't magic

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Topics around the CIO role

• CIO CTO
• Power systems
• Relationships credibility
• Organisational politics

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Chief Information OfficervsChief Technology
Officer

• Topic one why change?

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At a high level, how do the roles compare?

• CIO

• CTO

• Scope
• Influence
• Job interest
• Experience
• Knowledge
• Skills
• Previous career

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CIO roles

• Ensure information is recognised as a resource
  and managed accordingly
• Ensuring proper information governance and
  security (information assurance)
• Helping business to recognise the potential to
  exploit ICT
• Building confidence in the ICT function
• Spearheading business transformation
• Ensuring that the technology works (in order to
  maintain confidence)
• increase ICT-enabled change capability/capacity

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Public sector CIOs

• enable corporate service transformation through
  citizen-centred public service reform
• Develop joined-up business led ICT strategies
  policies
• Develop collaboration across the public
  sector,and with partners in voluntary and
  private sectors
• Build productive partnerships with ICT suppliers
• Improve the public sectors external IT image and
  confidence
• Maximise the re-use and consistent application of
  common ICT components and systems

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In short, the CIO is there tobring about
substantial change, enabled by the capability to
manageand exploit information effectively
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But what do we expect a CIO to do over and
above a CTO?
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Information management principles

• Recognising the cost of information
• Recognising the value of information
• CIO must get good IM policies and behaviours
  widely owned
• Ensuring effective governance, and helping to
  resolve issues
• Ensuing appropriate personnel take responsibility
  for legal compliance

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To bring about change at this level it is
necessary to change people, and to change the way
they work.We talk about changing cultures, and
that is neither quick nor easy!
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? /ve ? or -ve ?
Morale, motivation?
Time ?
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Has the Head of ICT (CTO) got what it takes to
become the new CIO?
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Will the CTO become the CIO?

• The CIO Forum strategy assumes CTOs morph into
  CIOs, but there are other pretenders to the
  crown!
• There are big differences between a technical
  culture and upbringing and a more general
  business culture and upbringing
• The CIO may need a hybrid background

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Managing substantial change as a CIO
CTO rating
?

• Credibility
• Programme (project) management skills
• Detailed knowledge of systems and processes,
  formal and informal
• Resilience
• Authority

?
?
?
?
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Thinking styles
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Power systems

• Topic 2
• How do you get people
• to do what you want?

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As a manager, what are the ways in which you
can get people to do whatyou want them to
do?(especially whenthey do not reportto you!)
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Getting people to do things

• Direct instruction
• Coercion
• Threat
• Reward
• Quid pro quo / you scratch my back . .
• Persuasion
• Relationship / trust

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Leadership styles

• Commanding because I say so
• Pace setting do what I do
• Visionary because I see the future
• Affiliative because we are all in this
  together
• Coaching try it this way
• Democratic what do you think?

After Hay McBer
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Indirect forms

• Increasingly we have to achieve results with the
  help of others over whom we have no direct
  control
• those in other teams
• partners
• Other public sector, locally or centrally
• Voluntary organisation
• Private sector

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Power types

• Positional power
• Expert power
• Resource power
• Personal power

Which of these would the CTO rely upon?Which of
these is most appropriate for the CIO?
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Getting people to do things

• Direct instruction
• Coercion
• Threat
• Reward
• Quid pro quo / you scratch my back . .
• Persuasion
• Relationship

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How do we develop personal power?
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Answer Through relationships and credibility

• - Topic 3

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Our colleagues are different from us and from one
anotherWe can influence them in different ways
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Influencing styles

• Theoretical people
• Show how it fits into their big
  picture
• ensure a sound theoretical basis
• appeal to intellect and imagination
• Be a credible information source

• Down to earth people
• Organised and structured
• Practical and realistic
• Logical and systematic in analysis and
• Offer proofs and evidence

• Idealistic people
• Engage with their personal values
• Paint pictures and use analogies that
  have meaning and relevance
• Be passionate, engage their
  imagination
• Show it adds to the greater good

• Sociable people
• Be clear explicit, dont just imply
• Show how people will benefit
• Demonstrate immediate practical results
• Show respect for people

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CIO (CTO) credibility spirals
enhancedcredibility
project
positive outcome
Initialcredibility
Initialcredibility
negative outcome
reducedcredibility
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Vicious cycle
Self-fulfillingprophecy
Unsolicitedcriticism orrumour
Look for negatives
Discouragement
Disinterested
Lower expectations
Try less
Poor perceptionof value
Apathy cant winso doesnt fight
Performless well
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Maintaining a virtuous spiral

• Breaking down into smaller, more manageable
  projects
• Demonstrating delivery of service benefits
• Managing expectations
• Extensive communications
• Celebrating successes publicly
• Building allies
• Recognising opponents

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Virtuous cycle
Self-fulfillingprophecy
Activelyseekfeedback
Look for positives
Gives encouragement
Learning
Higher expectations
Try harder
Improving perceptionof value
Motivation reward
Do better
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Organisational politics

• Topic 4
• How do we make the most of what we are?

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Organisational politics is not necessarily

• Shabby
• Manipulative
• Underhand
• Deceitful
• Dishonest
• It can be done with integrity
• You do need to take account of how others use it

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Managing political position
Cannot relyupontheir supporthelp to
buildtheir strength
Ensure theyreceive your continuedsupport
maintain credibility
ally
Stance
Greatest threatlies here work tounderstand
theirobjection andturn around
Low priority
detractor
strong
weak
Power
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Getting onto the political agenda
Festering sores amongst adiscontented minority
Issues that matterto the Ruling coalition
concerned
Opinion
Fails to make The agenda
Of no interestto anyone (maybe wrongly)
disinterested
strong
weak
Power of the representative group
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Anticipate the blocking tactics

• Rejection
• Bottom drawer
• Political opposition
• Attack detail
• not future proof

• Emotional plea How could you do this to me?
• Invisible man
• Further investigation is needed
• Scapegoat someone else wont like it
• Deflection discredit in specialist areas

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Theory into practice
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Implementation an iterative process
Demand side
Supply side
1 lead
2 understand The environment
11 obtainfeedback
Thenew CIO leader
3 create a vision strategy
10 communicate performance
9 manageservice ICT risks
4 shape inform expectations
8 develop a high- performing ICT service
5 create clear ICT governance
7 build a new ICT organisation
6 weave service ICT strategies together
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Summary
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Summary

• The CIO must bring about change particularly in
  culture and IM behaviour
• Change will be difficult and often resisted
• CIOs need an armoury of softer skills than are
  needed for technical management
• Personal power is the most effective in this
  context
• CIOs must build relationships and credibility
• Politics are important, and need to be understood

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Recommended reading
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Recommended reading
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Thank you foryour attention we hope thatyou
enjoyed it!

• If you did, pleasebook yourself andcolleagues
  onto theSocitm Learning course