Socitm Learning “taster session” Developing the new CIO role

1. Socitm Learning“taster session”Developing the new CIO role What is the role of the new CIO? Chris Headand Martin Ferguson

2. Introducing Merlin . . . . . . but it isn't magic

3. Topics around the CIO role • CIO & CTO • Power systems • Relationships & credibility • Organisational politics

4. Chief Information OfficervsChief Technology Officer Topic one – why change?

5. CIO CTO At a high level, how do the roles compare? • Scope • Influence • Job interest • Experience • Knowledge • Skills • Previous career

6. CIO roles • Ensure information is recognised as a resource and managed accordingly • Ensuring proper information governance and security (information assurance) • Helping business to recognise the potential to exploit ICT • Building confidence in the ICT function • Spearheading business transformation • Ensuring that the technology works (in order to maintain confidence) • increase ICT-enabled change capability/capacity

7. Public sector CIOs • enable corporate service transformation through citizen-centred public service reform • Develop joined-up business led ICT strategies & policies • Develop collaboration across the public sector,and with partners in voluntary and private sectors • Build productive partnerships with ICT suppliers • Improve the public sector’s external IT image and confidence • Maximise the re-use and consistent application of common ICT components and systems

8. In short, the CIO is there tobring about substantial change, enabled by the capability to manageand exploit information effectively

9. But what do we expect a CIO to do over and above a CTO?

10. Information management principles • Recognising the cost of information • Recognising the value of information • CIO must get good IM policies and behaviours widely owned • Ensuring effective governance, and helping to resolve issues • Ensuing appropriate personnel take responsibility for legal compliance

11. To bring about change at this level it is necessary to change people, and to change the way they work.We talk about changing cultures, and that is neither quick nor easy!

12. Impact of goodchange (project)management Δ= +/ve or = -ve Morale, motivation Time 

13. Has the Head of ICT (CTO) got what it takes to become the new CIO?

14. Will the CTO become the CIO? • The CIO Forum strategy assumes CTOs morph into CIOs, but there are other pretenders to the crown! • There are big differences between a technical culture and upbringing and a more general business culture and upbringing • The CIO may need a hybrid background

15. Managing substantial change as a CIO • Credibility • Programme (project) management skills • Detailed knowledge of systems and processes, formal and informal • Resilience • Authority CTO rating ? + ++  ?

16. Thinking styles

17. Power systems Topic 2 How do you get people to do what you want?

18. As a manager, what are the ways in which you can get people to do whatyou want them to do?(especially whenthey do not reportto you!)

19. Getting people to do things • Direct instruction • Coercion • Threat • Reward • Quid pro quo / you scratch my back . . • Persuasion • Relationship / trust

20. Leadership styles • Commanding: “because I say so” • Pace setting: “do what I do” • Visionary: “because I see the future” • Affiliative: “because we are all in this together” • Coaching: “try it this way” • Democratic: “what do you think?” After Hay McBer

21. Indirect forms Increasingly we have to achieve results with the help of others over whom we have no direct control: • those in other teams • partners • Other public sector, locally or centrally • Voluntary organisation • Private sector

22. Power types • Positional power • Expert power • Resource power • Personal power Which of thesewould the CTO rely upon?Which of these is most appropriate for the CIO?

23. Positional Power Personal Power Getting people to do things • Direct instruction • Coercion • Threat • Reward • Quid pro quo / you scratch my back . . • Persuasion • Relationship

24. How do we develop personal power?

25. Answer: Through relationships and credibility - Topic 3

26. Our colleagues are different from us and from one anotherWe can influence them in different ways

27. Influencing styles • Down to earth people: • Organised and structured • Practical and realistic • Logical and systematic in analysis; and • Offer proofs and evidence • Theoretical people: • Show how it fits into their ‘big picture’ • ensure a sound theoretical basis • appeal to intellect and imagination • Be a credible information source • Sociable people: • Be clear & explicit, don’t just imply • Show how people will benefit • Demonstrate immediate practical results • Show respect for people • Idealistic people: • Engage with their personal values • Paint pictures and use analogies that have meaning and relevance • Be passionate, engage their imagination • Show it adds to the greater good

28. CIO (CTO) credibility spirals enhancedcredibility project positive outcome Initialcredibility Initialcredibility negative outcome reducedcredibility

29. ReorganiseOutsourceShare another service Vicious cycle Self-fulfillingprophecy Unsolicitedcriticism orrumour Look for negatives Discouragement Disinterested Lower expectations Try less Poor perceptionof value Apathy: can’t winso doesn’t fight Performless well

30. Maintaining a virtuous spiral • Breaking down into smaller, more manageable projects • Demonstrating delivery of service benefits • Managing expectations • Extensive communications • Celebrating successes publicly • Building allies • Recognising opponents

31. Resources shiftfrom direct servicedelivery to ICT-enabled transformation Virtuous cycle Self-fulfillingprophecy Activelyseekfeedback Look for positives Gives encouragement Learning Higher expectations Try harder Improving perceptionof value Motivation &reward Do better

32. Organisational politics Topic 4 How do we make the most of what we are?

33. Organisational politics is not necessarily: • Shabby • Manipulative • Underhand • Deceitful • Dishonest It can be done with integrity You do need to take account of how others use it

34. Managing political position Cannot relyupontheir support:help to buildtheir strength Ensure theyreceive your continuedsupport – maintain credibility ally Stance Low priority Greatest threatlies here: work tounderstand theirobjection andturn around detractor strong weak Power

35. Getting onto the political agenda Festering sores amongst adiscontented minority Issues that matterto the “Ruling coalition” concerned Opinion Of no interestto anyone (maybe wrongly) Fails to make The agenda disinterested strong weak Power of the representative group

36. Rejection “Bottom drawer” Political opposition Attack detail “not future proof” Emotional plea: “How could you do this to me?” Invisible man “Further investigation is needed” Scapegoat “someone else won’t like it” Deflection – discredit in specialist areas Anticipate the blocking tactics

37. Theory into practice

38. Implementation – an iterative process Demand side Supply side 1 lead 2 understand The environment 11 obtainfeedback Thenew CIO leader 3 create a vision & strategy 10 communicate performance 9 manageservice & ICT risks 4 shape & inform expectations 8 develop a high- performing ICT service 5 create clear ICT governance 7 build a new ICT organisation 6 weave service & ICT strategies together

39. Summary

40. Summary • The CIO must bring about change – particularly in culture and IM behaviour • Change will be difficult and often resisted • CIOs need an armoury of softer skills than are needed for technical management • Personal power is the most effective in this context • CIOs must build relationships and credibility • Politics are important, and need to be understood

41. Recommended reading

42. Recommended reading

43. Thank you foryour attention –we hope thatyou enjoyed it! If you did, pleasebook yourself andcolleagues onto theSocitm Learning course