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Navigating Into The Enterprise CIO Position June Drewry Former Global CIO Chubb Group of Insurance Companies August, 2008 Chubb at a Glance The Chubb Corporation is a holding company for a family of property and casualty insurance companies known as the Chubb Group of Insurance Companies. Since 1882, Chubb has provided property and casualty insurance products and services to businesses and individuals around the world. •Assets of $50.6 billion and revenues of $14.1 billion. •8,000 independent agents and brokers •10,600 employees •11th largest property and casualty insurer in the US •Worldwide network of 120 offices in 28 countries. •176th largest US Corporation What Makes a Good CIO? Is a Good CIO Good Enough Today? Level 5 Respect Level 4 Trust Level 3 Acceptance Level 2 Skepticism Level 1 Uncertainty IT Mgmt. Toolbox •Budgets •Operations •Staffing Perception Points •Response •Reliability IT Mgmt. Toolbox •Communication •Consistency •Reliability •Performance •Recruitment Perception Points •Information •Problem Mgmt. •Policies IT Mgmt. Toolbox •Service Portfolio •Skill Assessment • Relationship & Project Mgmt. •Outsourcing •Service Recovery •Staff Development Perception Points Competency Business Savvy SLAs Priorities IT Mgmt. Toolbox •Shared Services •Architecture •Project Office •Resource Mgmt. •Process Design •Competencies •Culture •Measurement Perception Points •Leadership •Relationship Mgmt. •Sourcing •Service Pricing IT Mgmt. Toolbox •Governance •Funding Models •Portfolio Mgmt. •Coordination •Finance •Career Pathing •Program Mgmt. •Workplace Innovation •Strategic Sourcing •Succession Perception Points •Alliances •Partnerships •Consultation •Innovation Gartner’s IS Credibility Curve Roles of the 2010 CIO Strategist Innovation catalyst, effective business partner, shape mission and vision Relationship Architect Build relationships across and beyond the enterprise, relationship management Leader Design, govern, lead, inspire, develop people Information Steward High quality data and operationally reliable systems, security, privacy Integrator Leadership in enterprise-wide integration of processes, information, and decision support Educator IT missionary, insights about key information technologies Utility Provider Solid, dependable, and responsive IT infrastructure services SIM – Advanced Practices Council Roles of the 2010 CIO Strategist Innovation catalyst, effective business partner, shape mission and vision Business Acumen Relationship Architect Build relationships across and beyond the enterprise, relationship management Leader Design, govern, lead, inspire, develop people Relationship Ability Information Steward High quality data and operationally reliable systems, security, privacy Integrator Leadership in enterprise-wide integration of processes, information, and decision support Educator Utility Provider Leadership IT missionary, insights about key information technologies Solid, dependable, and responsive IT infrastructure services SIM – Advanced Practices Council Leadership Characteristics that go Beyond Traditional Notions of Leadership • Influence perceived and empowered by others • Peer-based leadership having more weight than reporting structure • Leadership crystallizing in the capacity to bridge and build rapport with disparate stakeholders • Capacity to build trusting relationships within and beyond the IT organization • Balancing depth versus breadth regarding business and technical knowledge Successor Development: What are the Criteria for Evaluating a CIO & IT Exec Team? Leadership: • Understands Business • Vision with foresight • Instills confidence • Communicates clearly – has executive presence • Can sell the critical ideas and programs • Rolls with the punches • Obtains buy-in • Understands how to manage the organization • Fits culture and style • Has charisma or aura to capture imagination • Has Drive..Can Do.. Proactive • Negotiation Skills • Demonstrates Backbone • Operates with Integrity • Develops People • Recruits high quality staff • Motivates people IT Management: Context: • Has broad Business • Perspective • Has an internal gyroscope • Draws on deep experience • Knows what has to be done • Knows the order of getting • things done • Understands risk • Understands the financial • implications • Understands and appreciates • the technology • Works diligently • Operates in a disciplined • fashion • Judges people well ..as Described in: “Anatomy of Power” , Optimize Magazine, October 2004 • Builds and utilizes an IT management process • Understands roles and responsibilities • Assesses and abates IT Risk • Experienced with IT development, test, and deployment process • Experienced with IT architecture, infrastructure, and operations • Experienced at managing the on-going maintenance, enhancement, and support • Experienced with the multi-source environment • Utilizes appropriate practices vs. best practices ViValdi Advisory Services Copyright 2005© Bruce J. Rogow 11 Successor Development Most often quoted concerns by CIOs and CEOs Leadership: • Instills confidence • Communicates clearly – has executive presence • Can sell the critical ideas and programs • Fits culture and style • Has charisma or aura to capture imagination Context: IT Management: • Has broad Business • Experienced with the multi-source environment Perspective ViValdi Advisory Services Copyright 2005© Bruce J. Rogow 11 Development Challenges Opportunities to showcase talents and skills Need to be authentic – can’t be all things to all people Being comfortable with not “knowing it all” “Directing” versus “Doing” Managing perception- it is the “reality” Rising above the politics Sometimes our very presence can inhibit growth Successor Requirements and Development Opportunities Differ Based on Your Model Centralized IT Model CIO Application Development/ Maintenance IT CFO IT HR Architecture and Standards Infrastructure Successor Requirements and Development Opportunities Differ Based on Your Federated IT Model SBU 4 CEO SBU 3 CEO SBU 2 CEO SBU 1 CEO CIO Enterprise Shared Resources CIO 4 CIO 3 CIO 2 CIO 1 IT CFO IT HR Architecture And Standards Infrastructure Governance Corporate IT Applications Outsourced Functions Additional Successor Development At The Enterprise Level Leadership: • Vision with foresight • Instills confidence • Communicates clearly – has executive presence • Can sell the critical ideas and programs • Understands how to manage the organization • Fits culture and style • Has charisma or aura to capture imagination Context: • Has broad Business Perspective • Draws on deep experience • Knows what has to be done IT Management: • Experienced with IT architecture, infrastructure, and operations • Experienced with the multi-source environment 11 Corporate CIO Versus An Enterprise CIO Enterprise CIO SBU 1 IT HR SBU 2 IT CFO SBU 3 Architecture and Standards SBU 4 Enterprise Shared Resources Corporate IT Applications Infrastructure IT Risk Management Today’s CIOs Have Won Responsibilities That Go Beyond IT Integration Officer Innovation Officer Operations and Technology positions Strategy … Office of the CIO Objective: Address Current Needs and Provide Developmental Opportunities Addresses enterprise issues with peer teams Allows more delegation of the day-to-day management to potential successors Frees the CIO to lead efforts that are not technology driven but are IT enabled Evolves the IT organization towards agility and performance Serves as an incubator for emerging leadership Moves away from command and control developmental exercises Development Methods Formal experiences Internal (Senior Management, Board Members) External (CXOs, Thought Leaders, …) On the job, action learning Rotations o Real o Virtual Coaching/Mentoring Internal External RLF Development Lessons Learned “Be” the CIO before you are the CIO Compete with yourself, not your competition View it as a marathon, not a sprint Gain credibility through results Seek advice, mentoring and feedback – learn, adapt, adjust Look for stretch assignments Network – put things into perspective Maximize your strengths and minimize your weaknesses Remember that perception remains reality until addressed At some point, this becomes our primary job Declare retirement intentions Begin the “race to replace the top” Honest feedback on perceptions Stretch and expose Prepare the organization Select Transition Q&A