CIO Straight Talk - Issue 2 - 12

With that strong endorsement, the CIO pushed ahead, taking
advantage of the invaluable cross-functional view he had of
the organization, something available to most CIOs because
of IT’s role in nearly every business process. The ultimate
result of the CIO’s initiative was a consolidation of many
functional business processes into a global shared services
system that provided scalable, efficient service offerings at a
high quality and for significant savings over the prior base
run rate. Today, the CIO is the company’s chief operating
officer. “The CEO knew that the problem wasn’t the CIO or
his knowledge of the business but rather the territorial
instincts of the function heads,” Benaquista says.
CIOs also seek clarity from the CEO on where the business
is headed, especially in cases where the CIO isn’t part of the
senior executive team that sets corporate strategy. Too often
CIOs will be briefed on the strategy but don’t get time with
the CEO for an in-depth discussion on how IT can help
further the strategy and which parts of it should be the main
focus of IT investments. “CIOs are constantly trying to
resolve conflicting priorities, knowing that you simply can't
keep all the people happy all the time,” says Richard
Boynett, CIO of the Long Term Savings Division of financial
services conglomerate Old Mutual. “So you want a clear
picture from top management on what the priority business
imperatives are. Then you can work out with your staff where
investments should be made, given the resources available,
and make sure that the investments complement each other. A
CIO will be much more effective with that clear starting point
from top management.”

Daniel Focazio, CIO, Global Shared Services, at publisher
Wolters Kluwer recounts an experience in which his team
built to spec an e-commerce channel, working with the team
that would be running it – only to discover that the
e-commerce team was not in synch with executive management on the project. The team had an incomplete understanding of the channel’s strategic advantages and so had
provided IT with an inaccurate description of its objectives.
“You don’t want the CEO having to sit in on every
e-commerce session,” Focazio says. “But if a business
objective gets filtered through too many people, or if the
person implementing that objective isn’t providing updates
on the project to the senior executive team, there will be
problems.” You need to ensure that the right governance
model is in place to ensure the project meets expectations up
and down the chain of command.

The CEO knew that the problem
wasn’t the CIO or his knowledge of
the business but rather the territorial instincts of the function heads.

Of course, a CIO doesn’t want the CEO involved in the
nitty-gritty of IT decision making. But that means there
needs to be a clear communication of strategic objectives
from the CEO to business executives responsible for implementing them.

Mark Benaquista

Director, Thomas H. Lee Partners
Former co-CIO, Warner Music

Evolution of the CIO Role
Operations
Leader
Objectives
Area of Focus
Examples of Initiatives

Technology
Leader

Innovation
Leader

Business
Leader

Keeping the
lights on

Making IT agile
& lightweight

Helping drive
revenue growth

Increasing
competitive advantage

IT

Back Office

Front Office

Business Model

IT Visibility

• Cloud
• Virtualization
• IT Integration

• Enterprise apps
• Mobility

• Multi-channel
• E-commerce
• New products/services

The CIO will create greater value for the organization – and advance his or her own career – as the role of the CIO evolves. That
shift is defined by an evolution of the CIO’s objectives, his area of focus and the type of initiatives he leads. For example, the CIO
as Innovation Leader might champion a mobility initiative, which represents an innovation that extends existing work flows to end
users but that doesn’t fundamentally change the business. With a different set of objectives, the CIO as Business Leader might lead
a multi-channel or e-commerce strategy that has the potential to significantly impact revenue, products/services and even the
business model.
12

// CIO Straight Talk



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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