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Presenter’s name Presenter’s  title Abbie Lundberg, Editor in Chief,  CIO
Depending on their  primary  focus and  predominant  activities, CIOs can be classified into three types: FUNCTION HEADS   Focused on running the IT organization, achieving IT operational excellence and providing reliable, effective services TRANSFORMATIONAL LEADERS   Focused on creating change for their enterprise through process transformation and a close partnerships with business operations BUSINESS STRATEGISTS   Focused on driving strategy for competitive advantage through activities that face across the enterprise and externally Based on CIO Executive Council Future State CIO model
CIOs Allocate Time Across Role Types A typical CIO
How the Archetypes Spend Their Time
State of the CIO 2008 Distribution 37% 51% 12%
Current and Future Distributions Current Distribution of CIOs Future Distri-bution of CIOs 0 25 50 75 100
Evolutionary Divergence: The Rise of the Business Strategists ,[object Object],[object Object],[object Object]
Executive Leadership skills: Nine core competencies  Egon Zehnder International
 
“ Outstanding” CIOs vs. CEOs Egon Zehnder International
Trends in the role, and how Business Strategists are different
The CIO Title   Grows
Most CIOs Are Members of the Executive Committee
More CIOs Report to the CEO  than Any Other Position
CIOs Spend Most of  Their Time with Staff NOTE: Respondents were asked to estimate the amount of time spent with each group. Q: Of the time you typically spend interacting with each of the following constituencies, please estimate the percent of your time spent with each group.
Business Strategists Spend  More Time in the Business Q: Of the time you typically spend interacting with each of the following constituencies, please estimate the percent of your time spent with each group.
Leadership Competencies Different Among Types Q: Which of the following executive leadership competencies is most critical to your current role? Choose three.
Business Strategists More  Focused on External Processes Q: Which business processes are you currently improving with IT? Please check all that apply. 32% 39% 39% 38% Risk management 33% 39% 40% 39% Inventory management 56%  (4) 39% 34% 39% Marketing 41% 39% 42% 40% Order/invoice processing 41% 45%  (5) 37% 42% Supply chain/logistics 63%  (3) 42% 36% 42% Sales 40% 39% 48%  (4) 43%  (5) Asset management/maintenance 48% 48%  (4) 47%  (5) 48%  (4) Compliance 54%  (5) 57%  (3) 51%  (3) 54%  (3) Human resources 81%  (1) 67%  (2) 67%  (2) 69%  (2) Customer service/support 70%  (2) 69%  (1) 73%  (1) 71%  (1) Accounting & finance Bus. Strategist Transfrm'l Leader Function Head Total Q: Which business processes are you currently improving with IT?
Personal & Career Payoff for Business Strategists ,[object Object],[object Object],[object Object]
The CIO’s Choice Traditional IT Focus on
 Operations Efficiency Optimization Business Technology Leadership Strategy Innovation Enablement
Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Handouts and more resources 
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Survey Methodology and  Respondent Profile ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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State of the CIO 2008

  • 1. Presenter’s name Presenter’s title Abbie Lundberg, Editor in Chief, CIO
  • 2. Depending on their primary focus and predominant activities, CIOs can be classified into three types: FUNCTION HEADS Focused on running the IT organization, achieving IT operational excellence and providing reliable, effective services TRANSFORMATIONAL LEADERS Focused on creating change for their enterprise through process transformation and a close partnerships with business operations BUSINESS STRATEGISTS Focused on driving strategy for competitive advantage through activities that face across the enterprise and externally Based on CIO Executive Council Future State CIO model
  • 3. CIOs Allocate Time Across Role Types A typical CIO
  • 4. How the Archetypes Spend Their Time
  • 5. State of the CIO 2008 Distribution 37% 51% 12%
  • 6. Current and Future Distributions Current Distribution of CIOs Future Distri-bution of CIOs 0 25 50 75 100
  • 7.
  • 8. Executive Leadership skills: Nine core competencies Egon Zehnder International
  • 10. “ Outstanding” CIOs vs. CEOs Egon Zehnder International
  • 11. Trends in the role, and how Business Strategists are different
  • 12. The CIO Title Grows
  • 13. Most CIOs Are Members of the Executive Committee
  • 14. More CIOs Report to the CEO than Any Other Position
  • 15. CIOs Spend Most of Their Time with Staff NOTE: Respondents were asked to estimate the amount of time spent with each group. Q: Of the time you typically spend interacting with each of the following constituencies, please estimate the percent of your time spent with each group.
  • 16. Business Strategists Spend More Time in the Business Q: Of the time you typically spend interacting with each of the following constituencies, please estimate the percent of your time spent with each group.
  • 17. Leadership Competencies Different Among Types Q: Which of the following executive leadership competencies is most critical to your current role? Choose three.
  • 18. Business Strategists More Focused on External Processes Q: Which business processes are you currently improving with IT? Please check all that apply. 32% 39% 39% 38% Risk management 33% 39% 40% 39% Inventory management 56% (4) 39% 34% 39% Marketing 41% 39% 42% 40% Order/invoice processing 41% 45% (5) 37% 42% Supply chain/logistics 63% (3) 42% 36% 42% Sales 40% 39% 48% (4) 43% (5) Asset management/maintenance 48% 48% (4) 47% (5) 48% (4) Compliance 54% (5) 57% (3) 51% (3) 54% (3) Human resources 81% (1) 67% (2) 67% (2) 69% (2) Customer service/support 70% (2) 69% (1) 73% (1) 71% (1) Accounting & finance Bus. Strategist Transfrm'l Leader Function Head Total Q: Which business processes are you currently improving with IT?
  • 19.
  • 20. The CIO’s Choice Traditional IT Focus on
 Operations Efficiency Optimization Business Technology Leadership Strategy Innovation Enablement
  • 21.
  • 22.
  • 23.