Transcript Choosing an MBA Program

Robust Operations and
communication
B 19 - IT strategy
ITU
Session 7b
Communication and IVK chapter 12
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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Assigned questions
Chapter 12: Communications
1.
2.
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How should Barton handle the CEO’s new tendency to offer him helpful, but
misinformed advice?
How should Barton communicate with people outside the IT department to
rebuild his and his department’s credibility? How frequently should he
communicate with the CEO? With his peers? Should he rely on “The Doctrine
of Completed Staff Work” as he formulates a communication strategy?
What advice would you offer to Barton to help him break out of the cycle of
constant firefighting? Is Barton becoming like Davis? Is that inevitable?
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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Stakeholder analysis
Four types (and what to do with them?)
• Allies – share architects interest and vision
• Network members – share interests, but not involved, potential
resource for mobilization
• Blockers – logically and strategically important but with
conflicting interests
• Slowers – indirect cooperation needed from them, but may put
up indirect and/or subversive negotiations
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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Stakeholder analysis
Player
Type of Stakeholder
Carl Williams- CEO
Linda Trilling – new VP Loan Operations
Ehsan Nisar – VP Customer Services
Ben Lao – Director of Collections
Ed McLaughlin – VP Financial Management
Maria Navarro – VP Human Resources
Eva Dillard – VP Corporate Planning
Momoko Sato – VP Capital Markets
Omar Willis – VP Business Development
Bernie Ruben – Dir of Tech Services
Raj Juvvani – Dir of Customer Service Systems
Tyra Gordon – Dir of Loan Operations Systems
Paul Fenton – Dir of Infrastructure
John Cho – IT Security
Gary Giesler – Dir of IT Planning & Control
Francesco Carraro – IT savvy Board Member
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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Managing CEO
(+ other shareholder) expectations
Organizational characteristics
• Culture
• Size
• Industry standards
• Maturity
CIO - CEO relationships
• Track record
• Superiors IT knowledge
• Communication options
• Trust
Project characteristics
• Visibility/viability of project
• Scope
• Internal or external focus
• Anticipated/unanticipated
changes/opportunities
10-10--2012
Techniques
• Assumption surfacing
• Vision sharing
• Project management
• Participatory
management
• Formal procedures
• Communication
• Metric selection
• Proactive Education
Copyright © 2012 Niels Bjørn-Andersen
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Ten commandments + 1
Predictions
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CIO roles
IT and business iteratively and cooperatively shaping each
other
Internet based systems will become mission critical
E -business transformation will push organizations towards
higher degree of virtualization and networking
Organizational nodes of competency will be more flexible, more
competent and more knowledgeable but require integration
Customer service quality will become a key metric for assessing
performance of managers
IT infrastructure will be critical to organizational performance
ERP systems will need to be integrated with many hybrid bestof-breed solutions for CRM, SCM, HRM,
Ability to leverage skills across the enterprise inside and
outside IT function
Creating and managing coordination mechanisms is key
A significant proportion of IT activities will be managed
through selective outsourcing and multi-sourcing activities
Strategic alliances calls for new ways of jointly managing value
nets, shared projects and continuous activities
Business strategist
E-business co-leader
Transformation champion
Systems integrator
Customer service manager
Infrastructure visionary
Solution integrator
Talent builder
Organizational architect
Sourcing manager
Strategic alliance manager
Modified after Sambamurthy et al. 2001
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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CIO communication outside own function
1. How should Barton communicate with people outside the IT
department to rebuild his and his department’s credibility?
2. How frequently should he communicate with the CEO?
3. Should he rely on “The Doctrine of Completed Staff Work”
as he formulates a communication strategy?
4. What advice would you offer to Barton to help him break out
of the cycle of constant firefighting?
5. Is Barton becoming like Davis? Is that inevitable?
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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Governance archetypes and IT decision areas
Decisions
Archetype
IT principles
IT architecture
IT infrastructure
strategies
Business
application
needs
IT investments
Input
Decisi
on
Input
Decisi
on
Input
Deci
sion
Input
Decisi
on
Input
Deci
sion
Business
Monarchy
0
27
0
6
0
7
1
12
1
30
IT Monarchy
1
18
20
73
10
59
0
8
0
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Feudal
0
3
0
0
1
2
1
18
0
3
Federal
83
14
46
4
59
6
81
30
93
27
Duopoly
15
36
34
15
30
23
17
27
6
30
Anarchy
010-10--20120
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Niels Bjørn-Andersen
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Conclusion chapter 12
• CIO must deliver the basics
• Systems should be running – minimal disruptions
• Got to get the IPads and other PDA’s etc. of board and CxO’s
working effectively 24/7
• Must be perceived to be responsive to requests
• Become the ‘master of all trades’ – list of CIO roles
• Manage communication to CEO and other stakeholders
10-10--2012
Copyright © 2012 Niels Bjørn-Andersen
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