1. The CIO Agenda in Turbulent Times CIO Middle East Strategies Tariq Elsadik CGEIT, CISA, CISM, CISSP, MBCS, BS7799 LA, EFQM LA, ISO 20000 Consultant Chief Information/Excellence Officer

2. The Scene Opportunities Approach The Challenge

3. What would you do when you are confronted with …

4. 2007 – 2009 Global Financial Crisis According to the IMF The Global economic slowdown is so severe that the world economy will contract for the first time in 60 years

5. Slide 5 Don’t just panic, chart your course of action

6. Driven by greed…

7. The Winds of Change have blown indeed… Change is the only Constant Change isn’t only about the Big things, but about a series of little things Change is disruptive but at the same time presents opportunities The Whole of Science is nothing more than a refinement of everyday thinking

8. The Scene Opportunities Approach The Challenge

9. the main challenge

10. “ INSANITY: doing the same thing over and over again and expecting different results Albert Einstein ” think outside-of-the box

11. IT / Business Culture Every organization has an alignment culture between the business and IT, and each is as unique as the organization itself. It can be: collaborative or argumentative, structured or unstructured. An integral part of the business planning and operational processes or added on to as an afterthought. It can be ingrained or it can be reactive Slide 11

13. Clear accountability for realizing the benefits

14. Relevant metrics

16. Consistent with our businesses principles

17. Contributing to our strategic goals

19. Consistent with our architectural principles

22. The IS

23. KnowThyValue-Proposition The CIO span of influence and accountabilities have been changing and expanding. Yet, perhaps the greatest opportunity to be an invaluable strategic partner lies ahead Operational Excellence Success Principles

24. Market Environment Suppliers / Customers Interact with Business Services Business Environment Governed by Business Processes Executed by Business People Applications Processes People Infrastructure Enabled by IT Environment IT Services Developed Through AligningBusiness & IT Goals Interaction Flow Enterprise Spread

25. SMARTObjectives Strategy for Success BU Strategies Co. / Unit Vision / Mission / Business Goals President / CxO Objective: Define a Set of Top Objectives to be cascaded throughout the organization Alignment Top Down / Bottom up Leadership Layer Objective: Define set of Objectives relevant to strategy and cascade to relevant areas Alignment Top Down / Bottom up Units Objective: Define set of Objectives relevant to strategy and cascade to relevant areas Department 1 Department 2 Department n Tariq Elsadik- Slide 18

26. Business Environment Leadership Support Business drivers Resources Organization Culture Business Goals Execution Model/Tool IT Business Strategy Structure Operating Model Learning & Innovation Feedback IT Value Delivery Value Statements (IT Goals) Blueprint Technology Trends Performance Measures Risk Management A Conceptual Delivery Model Project-Based All IT resources are centralized under a single reporting structure with centralized resource allocation (staffing). The organizational structure is built around resource pools. Line managers are replaced by resource managers. Centralized IT is centralized under a single enterprise CIO. All IT systems and budgets reside at the corporate level. Decentralized IT is decentralized by business unit, operating group, subsidiary, or geography. Each of these entities has its own CIO, IT organization, and IT budget. There is little or no attempt to coordinate across units or with corporate. Corporate IT supports the corporate HQ staff and perhaps some enterprise wide applications. Federated IT takes on a hybrid structure. A centralized IT organization supports all infrastructure and enterprise wide applications, usually in a shared services environment. Individual business units maintain their own applications development organizations and budgets for BU- specific systems. Source: Forester Research - 2005 Decision Making Process Reduce costs Sustain market share Improve customer satisfaction Grow revenue Enablenew products and/or services

27. The Scene Opportunities Approach The Challenge

28. GARTNER : “Meeting the Challenge – The 2009 CIO Agenda As enterprises face a challenging economic environment, IT spending budgets will be essentially flat with a planned increase of 0.16 percent in 2009, according to results from the 2009 CIO (1,527) survey by Gartner Tariq Elsadik- Slide 21

29. Global Survey on IT Governance Realizing the Real Problems Take Home: When all aspects of the problem are taken into account, the most important problems are: Staffing Issues Service Delivery Proving the Value of IT

30. Practices that returned the most value Observation: It is clear that the most pragmatic/practical practices are indeed the most popular.

31. Organizations use well known Frameworks What (IT governance) solutions/frameworks do you use or are you considering using?’

32. Investment Decisions

33. The Scene Opportunities Approach The Challenge

34. Remember me?

35. Slide 28 How do we approach IT Governance? To From

36. Make IT happen Tariq Elsadik- Slide 29

37. Make IT happen Tariq Elsadik- Slide 30

38. Words of Wisdom Mindsets have shifted! No one said it better than a C-level business executive from the travel and entertainment industry: “I do not want IT solutions to be just about productivity and efficiency gains. If we are notproductive and efficient at this point, we are in the wrong business. I need my IT colleaguesto be real business partners and bring solutions that will enable our company to win newbusiness, convert more prospects to customers, increase our market share, and get into thenew markets. I need IT to be a true business partner, not a cost centre.”

39. Tariq.Elsadik@gmail.com