CIOs Role in Business Transformation

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www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary.
CIOs Role In Business Transformation
Twenty-first Century
Transformational Leadership
Presentation to: Pakistan CIO Summit and Expo 2014
Karachi, Pakistan March 26, 2014
By Prof. Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB
Honorary Content Advisor / Keynote Speaker

www.intelligentsystemsservices.com | Copyright © 2013 | PRIVATE AND CONFIDENTIAL | ISS, LLC proprietary. 2
Intelligent Systems Services, LLC
Assalamu Aleikom

Intelligent Systems Services, LLCAGENDA
• Introduction
• The Seven Roles of Highly Effective CIOs
• The CIOs Challenge: Business Transformation
• The Strategic Hustler™
• What is Transformational Leadership
• Why Transformations Succeed or Fail
• Twenty-First Century Transformation Leadership
• Panel Discussion
• Question & Answers

Introduction

Intelligent Systems Services, LLCAbout Dr. Frank L. Harper, Jr., Ph.D., PMP®, PIF, ITIL, CSSGB
• Principal Consultant & Chief Innovation Officer, Author, Speaker, Associate Professor
• Experience: 35+ Years
• Roles: SVP, COO, CIO, Deputy Chief Information Officer, Business Process
Strategist, Process Excellence Director, Chief Program Management Officer, Global
Practice Director, Sr. Project Manager, PMI OPM3 Team Leader, and Enterprise
Architect
• Competencies: Executive Coaching, Transformation Leadership, Strategic Planning,
Enterprise Architecture, Business Management, Technology Management,
Organizational Project Management, Process Redesign, Business Process
Management, Governance [IT, Program, Project, Data], and Organizational Behavior
• Author: IT and personal development courses, articles, and books on Agile
Leadership and Innovation Management
• Researcher: Project Management Institute, Cambridge Corporate University
• Education: PhD in Administration & Management [Organizational Leadership &
Transformation], MBA in Marketing, MS in Industrial Engineering, BS in Computer
Technology (Cum Laude)
• MPAs: Family; Project Success Rate of 96%, Uplift of 1000’s of leaders

Intelligent Systems Services, LLCTransformational Leadership Experience
• Amazon.com
• ANICO
• AXA Insurance
• BBVA Compass Bank
• Citibank
• City of Atlanta
• COMERICA Bank
• Countrywide Funding
• Federal Reserve Bank of Atlanta
• Fifth-Third Bank
• First Data
• First Rate Training, Inc.
• JP Morgan Chase Bank
• MBNA
• McDonald’s
• Ministry of Health (Canada)
• Mutual of Omaha
• Proctor and Gamble
• Project Management Institute
• Quail Energy
• Rematix
• South African Reserve Bank
• State of Georgia
• Sterling Software
• SwissRe
• The Coca Cola Company
• 3M
• USAA
• Wachovia
• Cambridge Corporate University
(Switzerland)

Intelligent Systems Services, LLCPMI Volunteer & Global Leader
PMI Organizational Project Management Maturity Model (OPM3)
A leader in Organizational Project Management, involved with PMI's OPM3 efforts since its inception in
2001.
1.) Navigational Team Co-Lead OPM3 1st Edition – A contributing thought leader in defining the
process to navigate OPM3 in assessing the project management maturity in organizations.
2.) Quality Assurance Team Lead OPM3 2nd & 3rd Edition – The thought leader proactively leading
and managing a global Virtual Team (Hong Kong, South Africa, Pakistan, India, United States,
Canada, and UK) charged with applying the "House of Quality" approach for quality assurance to
OPM3 Constructs.
PMI Research
1.) Lead researcher from United States on the seminal project, "Project Managers as Senior
Executives", sponsored by PMI® and Ecole Supérieure de Commerce de Lille (ESC Lille School of
Management), the largest PMI®-accredited business school in France. Led by Prof. Dr. Jean-Pierre
Debourse and Russell D. Archibald, Ph.D.(Hon), PMI Fellow. I interviewed ten (10) executives from
various industries and sized companies providing data to help answer the fundamental question: Are
project managers becoming and can project managers become senior executives? If not, what can be
done to allow them to climb the ladder?

Seven Roles of Highly Effective CIOs

 Role One - Utility Provider
Oversee building and sustaining robust, reliable, and economical IT infrastructure
services; direct addition of key utility services such as helpdesk and the
deployment of communication, collaboration and productivity tools
 Role Two - Information Steward
Development of an enterprise architecture, standards, compliance, integrity and
privacy information
 Role Three - Educator
Raise the awareness of business peers about strategic role and relevance of key
information technologies and help them become more “savvy” in making strategic
IT decisions
 Role Four - Integrator
Lead enterprise efforts to digitize and integrate processes, information and
decision-support; oversees the implementation of crucial program management
offices and portfolio management systems

 Role 5 - Relationship Architect
Connect, Communicate, Coordinate, and Collaborate – Internally and Externally
 Roles 6 - Strategist
Actively serve as innovation catalyst and work with your business peers in
discovering opportunities to leverage IT in innovative business models, customer
relationship, and the pursuit of agility
 Roles 7 - Leader
Lead, design, and govern the IT organization ensuring that the IT organization has
the right staff, works actively on developing human capital, and inspires IT
professionals to contribute to the organization’s mission and achieve their full
potential
Source: Society of Information Management

The CIOs Challenge: Become the Business
Transformation Leader

Intelligent Systems Services, LLCCIO Challenge - Making CIO synonymous with ‘innovation’
IT Organization Yesterday Today
Focus Cost Growth
Key metrics Efficiency Speed and customer satisfaction
Delivery goals On-time, on-budget On-value
Architecture Systems of record Systems of engagement
Architecture focus Core Edge
Technology focus Network, storage, computing Cloud, social, mobile
Development goals User interface User engagement
CIO Chief information officer Chief innovation officer
Key partner CFO CMO
IT Focus Technology systems Processes, function capabilities
Source: CIO Magazine

Business Hero – IT-Smart Leader who thinks/acts Business-Smart
 Change approach to financing and delivering new apps and systems
 Reduce risk of big-dollar, upfront investments in new systems
(a.k.a. capital expense or “capex”)
 Pay-as-you-go (operating expense or “opex”) model to pay for new
systems and apps
 Roll out new, high-priority apps and system upgrades on a continuous
30-, 60- 90-day delivery cycle that aligns with quarterly objectives
 Enable line-of-business (LOB) to change their system development
priorities every 30 days as business needs change and unexpected
things happen
 Strategy for business success:
1. Try many things
2. Follow success
3. Abandon failure

Intelligent Systems Services, LLCRecent Survey

Business Transformation Focus and CIO Types
 Type 1 – Implementation (Soldiers)
 Type 2 – Balance IT and Enterprise Needs (Leaders)
 Type 3 – Advising on business transformation process
(Change Consultants)
 Type 4 – Run the business transformation
(Transformation Leaders)
 Note: These are NOT mutually exclusive

Value Delivery Framework Activities
Step 1 – Strategy: Focus on the Business of the Future (BoF)
 Develop a picture of the future (vision)
 Organize transformation frame
 Document stakeholder requirements and KPIs and Valuation innovation activities
Step 2 – Road map: Define an action plan to implement the new business model
 Build upon strategy
 Define new business model to deliver the visions, strategy, and value proposition
 Sets out action plan (initiatives) to implement the new operating model
Step 3 – Design: Create an architecture vision and migration plan
 Capture key requirements
 Define both the detailed business and IT architectures
 Develop program and implementation plans the together support the controlled implementation
changes delivered with the new business model
Step 4 – Implement: Execute the process, system and other changes – in phases
 Firm executes the transformation – business processes, core systems, products, services, and PEOPLE
 Monitor KPIs and behavioral change management
 Consider implementing a Transformation PMO for oversight and coordination
 Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements)
 Stabilize new systems and processes
 Capture and analysis of value metrics
 Design and implement continuous improvement program

Value Delivery Framework and CIO Contribution
Step 1 – Strategy: Focus on the Business of the Future (BoF)
 Help define the business strategy and supporting IT strategies
 Drive planning processes for scenarios, visioning, etc.
 Bring in system capabilities very early; Verify the viability of the strategy
Step 2 – Road map: Define an action plan to implement the new business model
 Own the road map itself; Help define the business road map
 Define and guiding the process required to create the road map
 Identify high-risk problem areas in IT components of business plans
 Define the underlying IT components of the road map
Step 3 – Design: Create an architecture vision and migration plan
 Drive designs toward enterprise goals
 Establish mechanisms to control demand
 Ensure that technology components are robust and realistic
Step 4 – Implement: Execute the process, system and other changes – in phases
 Monitor progress against milestones and adjusting as needed
 Show how others have gone through the transformation and predicting problems
 Focus on the technical details, especially data and testing
 Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements)
 Running IT as business as usual
 Measure the value of the transformation
 Start continuous improvement programs

The Strategic Hustler™

Enterprise (Universal) Commerce
Source: Effective Leadership for Enterprise Commerce Management

Strategic Hustler – “Get Your Hustle On!”

The Ecology & “Strategic Rudder” of Business Transformation

The Strategy Story
Only 10% of
organizations
execute their
strategy
Barriers to Strategy Execution
Vision Barrier
Only 5% of the
workforce
understands the
strategy
People Barrier
Only 25% of the
managers have
incentives linked
to strategy
Management Barrier
85% of executive teams
spend less than one
hour per month
discussing strategy
Resource Barrier
Only 60% of
organizations don’t
link budgets to
strategy
Source: Adapted from material developed by Robert S. Kaplan and David P. Norton

Intelligent Systems Services, LLCStrategic Management Planning
2002 The Balanced Scorecard Institute

Intelligent Systems Services, LLCThe Strategic Framework Architecture

Intelligent Systems Services, LLCStrategy Map – Objectives

Enabling Business Transformation with Enterprise Architecture
Enterprise Architecture (EA) is the process of translating business vision and
strategy into effective enterprise change by creating, communicating, and
improving the key requirements, principles, and models that describe the
enterprise’s future state and enable it’s evolution.

The Zachman Framework and Business Transformation
Technician
Perspective
Business
Management
Perspective
Architect
Perspective
Engineer
Perspective
Executive
Perspective
Motivation
Intentions
Process
Flow
Data Sets Responsibility
Assignments
Distribution
Networks
Timing
Cycles
Audience
Perspective
Enterprise
Names

Strategy and Enterprise Architecture

Intelligent Systems Services, LLCStrategic Initiatives – Innovation Rewards
Industry Description Key IT
Consultancy Behavior mapper that matches consultants with clients,
avoiding personality mismatches, to promote agreement on
project scope and requirements
Analytics
Financial Services Human-computer interaction through a secret gesture that,
when paired with a picture or PIN, authenticates transactions
Mobile devices, POS computers,
digital scanners, cameras
Banking “Life calendar” to help guide financial decisions based on
events such as marriage, job loss and having children
Social media, databases,
analytics
Credit Reporting Automated detection of theft of a child’s identity Database, analytics
Automotive System to let police slow down and stop a vehicle during a
chase
Telematics, short-range wireless
networks
eTailer System to predict availability of airline seats, without querying
airline or travel companies’ systems
Databases, analytics
Research System for commuters to check if a ride-sharing partner
deviates suspiciously from the route
Mobile devices, geo-location,
analytics
Insurance Data-logging device that tracks vehicle and driver actions to
offer customer insurance policies
Sensors, portable storage,
analytics
Retailer System to let consumers fill out credit card applications at a
gas pump, through card swipes and number inputs
POS, card readers, databases,
analytics
Pharmaceutical Method to infer whether a woman is pregnant based on
prescriptions filled, and block the sales of another prescription
that’ potentially harmful
POS, databases, analytics
Source: CIO Magazine Reseach

Project Management and Business Transformation
PROJECT
MANAGEMENT
PROCESS
MANAGEMENT
CHANGE
MANAGEMENT
Initiating
Planning &
Analysis
Executing & Monitoring Closing
Create Project Proposal
Assign the Project Team
Create Project Charter
Create the Work
Breakdown Structure
and Schedule
Create the Project Plan
and Budget
Monitor Project Activities
Track Milestones
Manage Project Issues & Risks*
Manage Change Requests*
Communicate Status*; Facilitate Project Meetings*
Present Solution
Capture Lessons
Learned
Close Project
Gather Requirements
Perform “As Is” Analysis
Perform “To Be” Design
Identify Gaps
Assess Technology
Impact
Develop Process and Procedures Documentation
Perform User Training
Implement Project Solution
Transition Solution to
Functional
Management
Create Sense of
Urgency for Change
Analyze Stakeholders
Evaluate Systems &
Structures
Create Communications
Strategy
Execute Systems & Structures Action Plan
Communicate with Stakeholders
Obtain Personal Commitment
Monitor Progress
Approved Project
Charter
DIT Team Engaged
Work Breakdown
Structure*
Project Plan and
Budget*
Project Documentation
User & Training Materials
Implemented Project Solution
Lessons Learned*
Approved Project
Closure Report*
Project Status Reports*

What is Transformational Leadership?

Intelligent Systems Services, LLCTransformational Leadership
A deliberate influence process on the part of an individual or group to bring about a discontinuous change in the
current state and functioning of an organization as a whole. The change is driven by the vision based on a set of
beliefs and values that require the members of the organization to urgently perceive and think differently and to
perform new actions and organizational roles.
Personal Commitment to the Transformation by the Leadership
Not compliance / Walk the talk
Firm, Relentless, Indisputable Communication of Impossibility of Maintaining the Status Quo
Firm statements backed by credible evidence / Clear indications that failure of the status quo is final and irreversible
Clear and Enthusiastic Communication of an Inspiring Vision of the TO-BE Organization
A clear and vivid value-based vision created by an appropriate mix of rational analysis, intuition, and emotional involvement /
Repeated inspiring exciting communication creates sense of urgency
Timely Establishment of Critical Mass of Support for the Transformation
Know and acknowledge the key players / Discuss failure of status quo, present vision, talk values, WIIFM
Acknowledging, Honoring, and Dealing With Resistance to the Transformation
A willingness to listing / Some tolerance and patience / Clear articulation and communication of the need to change and the
benefits
Defining and Setting Up an Organization That Can Implement the Vision
Implement strategies, structures, and systems / Replacing key staff, or staff in key positions, not suited for change /
Introduce education, training, and retraining new behaviors / Implement a reward system to reinforce actions
Communicate Progress – Regularly, Recognition, Reward
Regular publication of achievements/ Face-to-face feedback sessions / Emphasizing, recognizing, and consistently rewarding
gains

Intelligent Systems Services, LLCTransformational Lifecycle

Leading Change:
Why Transformations
Succeed or Fail

Intelligent Systems Services, LLCWhy Transformation Projects Fail (at the rate of 70%):
Poor / Improper Executive Engagement
Sub-Optimal Project Structure
Accountability & Authority Problems
Sponge-Like Goals
Inattentiveness to Organizational Change
Principles & Methodology
There are more:
Tightly integrated, standardized processes
Faith in Big Numbers
View change as rational process
Neglect the “edge” and confront the core
Failing to Learn From “Lessons Learned”

Intelligent Systems Services, LLCKey Failure Point
Inattentiveness to Organizational Change Principles &
Methodology:
 THIS IS #1 ON THE HIT PARADE AS TO WHY
ENTERPRISE PROJECTS FAIL.
 WHY?
 Enterprise projects change the way organizations “do stuff.”
 Changes in an organization’s culture must be deliberate and
thoughtful much in the same way as the process / tool
changes are introduced and managed via a formal project
plan.
 The organizational climate must be initially assessed and then
cultivated in order to accept and sustain introduced changes.

Intelligent Systems Services, LLCKey Failure Point
I BEG TO DIFFER!
Is it REALLY because the lack of a Methodology?
Or
Is it REALLY because the lack of Leadership?

Intelligent Systems Services, LLCThe REAL Key Failure Point
Leadership is NOT flexible, is NOT upfront, and is NOT in-control:
The usual reason for failure of an initiative is that it was launched halfheartedly, or was beyond the ability of the
organization to master. Here’s what tends to happen: the leaders announce a bold new program and then walk
away from it, leaving the job to others. With no clear impetus from the top, the program will wander and drift. An
initiative, after all, is add-on work, and people already have full plates. Few of them can take it seriously if the boss
doesn’t. Eventually the effort bogs down and dies.
…..Real results do not come from making bold announcements about how the organization will change. They come
from thoughtful, committed leaders who understand the details of an initiative, anticipate its consequences for the
organization, make sure their people can achieve it, put their personal weight behind it, and communicate its
urgency to everyone.
--Ram Charan and Larry Bossidy, Confronting Reality: Doing What Matters to Get Things Done

Intelligent Systems Services, LLCSuccessful Transformations Needs
Leadership Proactively Managing:
1. Individual and Organizational Perspective
2. Understand How to Manage the Individual
3. A Consistent, Predictable Approach
Thereby Significantly Increasing the Level of Project /Program
SUCCESS

Organization: The Trident, A Meta-Model of Transformation
**Assess and develop a “people
change” plan using the following 8
transformational tools / levers:
1. Measurement
2. Organizational Design
3. Communication
4. Accountability Processes
5. Rewards & Recognition
6. Involvement
7. Education & Training
8. Resourcing
2000 Executive Leadership Group, Denver, CO.
People want
everything to be
better, but nothing
to be different!
Compelling Threat /
Burning Platform
The Push: Current Reality
Hard Change
Leadership*
Soft Change **
The Pull: Preferred Future
Compelling
Vision
*A.G.I.L.E. L.E.A.D.E.R.S.H.I.P.
with a G.R.I.P.

A.G.I.L.E. L.E.A.D.E.R.S.H.I.P.
with a G.R.I.P.
Being Flexible, Upfront, and In-Control
The Twenty-First Century Strategic Leader (Hustler)

Twenty-First Century Transformation Leadership

Adaptable Behavior
Goal-Oriented Behavior
Intelligent Behavior
Learner Behavior
Effective Behavior
A.G.I.L.E. = Being Flexible

Look to Change/Challenge Status Quo
Energize People with Ever-Greater Challenges
Acknowledge the Burning Platform
Deliver Results through Effective Delegation
Exhibit Emotional Energy and Edge
Respect Diversity
Sustain Success By Achieving Excellence
Have A Teachable Point of View
Introduce Ideas Based On Uplifting Values
Persistence with Perseverance
L.E.A.D.E.R.S.H.I.P. = Being Upfront

Goal Management
Resource Management
Interface Management
Performance Management
G.R.I.P. = Being In-control

SUMMARY

Deliver “INTELLIGENT” Solutions
 Innovation
A business transformation involves significant changes to areas including
business processes, core systems, channels, products, and services. Technology
is in the driver’s seat
 Insight
The disruptive nature of technology places a premium on those who understand
its possibilities and limitations.
 Initiative
Participate in the business transformation (Get back into the decision-making loop
– elevate your role).
 Influence
Use the transformation to increase your influence with the business.
 Interpersonal skills
Become a Strategic hustler (A.G.I.L.E. L.E.A.D.E.R.S.H.I.P. with a G.R.I.P.)
 Integrity
Have the courage to meet the demands of your reality

Strategic Hustler’s Motto
 Be Great, Dedicated, Determined, and Driven! [BG3D]

Live Your Creed

THANK YOU!
‘Jazakum Allah Khayran’( ‫ا‬ ً‫ْر‬‫ي‬َ‫خ‬ ُ ‫ه‬‫اَّلل‬ ُ‫م‬ُ‫ك‬‫ا‬ َ‫ز‬َ‫ج‬) ‘
"May Allah reward you [in] goodness."

Let The Panel Discussion Begin!

CIOs Role in Business Transformation

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