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‡ The responsibilities of the head of the IS function now go
far beyond operating highly efficient ³production
programming shops.´ These executives must understand
the goals of the enterprise and work in partnership with line
executives to deploy IT to attain the organization¶s goals

‡ This lecture / chapter discusses the top IS executive¶s job,

looking first at the top job itself by summarizing six major
responsibilities, and then exploring several ways the
information systems function is evolving in organizations
‡ The SABRE system, Lifescan, BP, Aetna Life and
Casualty, Duke Energy International, Wal-Mart Vs. Kmart,
AXA Financial, and Rexam provide examples of how the
role of information systems management is changing

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‡ Introduction

‡ Where is the IS Organization headed?

± The Escalating Benefits of Information Technology
± Traditional Functions Are Being µNibbled Away¶
± New Roles Are Emerging
± Towards µIS Lite¶


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‡ The CIO¶s Responsibilities
± CIO¶s Roles in Three Eras
± Leading
‡ Creating a Vision by Understanding the Business
± Governing
‡ Establishing an IS Governance Structure
± Investing
‡ Shaping the IT Portfolio
± Managing
‡ Establishing Credibility and Fostering Change

‡ The Office of the CIO

‡ Whither CIOs?


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‡ Management of IT has changed drastically in the past 50
years
‡ Early days = manage the technology:
± Get it to work
± Keep it running
± Reduce cost of doing business
‡ Then = manage the information resources
± Support (management) decision making
‡ Delivering information when and where it was needed

‡ Now = IT is pervasive and is a mandatory link between

enterprises


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‡ Responsibilities of the head of IS now go far
beyond operating highly efficient µproduction
programming shops¶
‡ These executives are now part of top
management and help form the goals of the
enterprise in partnership with the CEO, CFO
and other members of top management


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‡ The Escalating Benefits of Information Technology
± Kenneth Primozic, Edward Primozic, and Joe
Leben introduce the notion of ³Waves of
Innovation´ which they define as how IT is used by
industries and enterprises.
‡ There are five Waves of Innovation (Figure 2-1):
5. Reaching the consumer
4. Enhancing executive decision making
3. Enhancing products and services
««««««««««««««««««««««««««««««««

2. Leveraging investments
1. Reducing cost

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Escalating Benefits of IT

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‡ Wave 1: Reducing costs

± Began in the ¶60s
± Focused on increasing the productivity of
individuals and business areas by e.g. automating
manual processes

‡ Wave 2: Leveraging Investments

± Began in the ¶70s
± Concentrated on more effective use of corporate
assets
± Systems justified on ROI, cash flow etc.



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‡ Wave 3: Enhancing Products & Services

± Began in the ¶80s
± Attention shifted to using IT to produce revenue by gaining strategic
advantage or creating entirely new businesses

‡ Wave 4: Enhancing Executive Decision Making

± Began in the late ¶80s
± Changed fundamental structure of organizations
± Created real-time business management systems

‡ Waves 1 & 2 = could be done at µany time¶ (and are still being
done!)

‡ Waves 3 & 4 = must be implemented once an industry leader has

set a precedent
± Companies that don¶t do = cease to be competitive

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‡ Wave 5: Reaching the Consumer

± Began in the ¶90s
± Uses IT to communicate directly with consumers leading to
new:
‡ Marketing
‡ Distribution, and
‡ Service strategies
± Changes the rules of competition

‡ Management must be involved in guiding IT use once

you µcross the line¶
± Management must steer the company in the new (evolved)
business environment
‡ Not the µtechies¶

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‡ Waves 1 and 2
" SABRE built to reduce costs of making airline
seat reservations

‡ Wave 3
" System expanded so it could be used directly
by travel agents

‡ Wave 4
" System expanded to include hotels and rental
cars through alliances with these suppliers

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‡ Wave 5
American extended their reach to the consumer:
" Introduced EAASY SABRE that enabled consumers direct
access from their PCs
" AAdvantage ± frequent flyer program
" Enhanced their Wave 5 connections to consumers via the Web
(and mobiles?)
" Targeted its most profitable customers = Frequent Flyers
‡ Marketing strategy including µdistressed inventory¶ (the unsold
seats)
‡ Note: this example also illustrates that as the benefits of IT
increase, the importance of executive guidance also increases

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‡ IT has become an essential piece of business strategy
‡ Not keeping up in IT may even mean going out of
business
‡ The job has become too large for one group
‡ While the growing importance of IT is causing the IS
Department¶s work to expand into new areas of
responsibility, management is realizing that the traditional
and more operational portions of the job do not have to be
performed by the IS department
" Particularly µcentralized¶

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‡ The traditional set of responsibilities for IS has
included:
1. Managing operations of data centers, remote
systems, and networks
2. Managing corporate data
3. Performing systems analysis and design, and
constructing new systems
4. Systems planning
5. Identifying opportunities for new systems

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‡ The traditional functions still need to be performed but the following

trends are moving their performance out of the IS department and
into other parts of the organization or to other enterprises:
1. Distributed systems
" Software applications migrating to user areas
2. Ever more knowledgeable users have taken on increased IS
responsibilities
3. Better application packages
" Less need for µarmies¶ of programmers, analysts etc.
4. Outsourcing


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‡ (Another way to look at it:) IS is not a single monolithic
organization, but rather a cluster of four functions (Fig. 2-3):
1. Run operations
2. Develop systems
3. Develop architecture
4. Identify business requirements
‡ The µSqueeze¶ on Traditional IS Activities (Figure 2-4):
" Growing External Services
" Growing Capabilities of Users
‡ µFuture¶ Roles for IS (Figure 2-5):
" Broker
" Systems and Information Architecture

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‡ IS started µcentralised¶ and evolved into a µfederal model¶:
" Some things (standards, operations) = centralised
" Others (application development) = dispersed locally to best meet local
needs

‡ To make the federal model work better, companies are

shifting attention from roles to processes
‡ The IS department can be viewed as managing three
overall processes (Figure 2-6):
" Driving innovation
" Managing change
" Supporting infrastructure

 
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‡ Johnson and Johnson subsidiary

‡ New CIO = agenda to align the department with the business
‡ Focussed on execution and measurement to gain credibility
with the business units
‡ Strong project management and not allow scope creep
± Emphasis on staff with these skills
‡ Uses Johnson and Johnson Group µstuff¶ combined with local
(LifeScan) µculture¶
‡ Centralization of policies, procedures etc.
‡ Local implementation with all projects business led
± Moves ownership of systems to the business people
 
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‡ In line with the evolution of IS departments, the emphasis of the top
job has changed
± 86 = Infrastructure
± 89 = helping formulate corporate policy
± 92 = IT as a catalyst for revamping the way enterprises worked
± 98 = revamp business operations using IT continued with the Internet
(customers +)
± 02 = the µtechnical member¶ of top management
± 04 = a cost and risk based approach Vs. ³let¶s get into e-commerce
fast«´

‡ Today the cost emphasis remains

± Outsourcing continues to grow (amid controversy)
± CIOs are expected to do much more with not much more $$

‡ Also = under pressure:

± To implement protective measures
± New financial reporting e.g. Sarbanes Oxley
± Keep the IT innovations coming!!
 
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‡ The Mainframe Era
± Predominated 1960s ± early ¶80s
± Role of DP / IS Manager = operational manager of a
specialist function

‡ Distributed Era
± End of ¶70s as PCs became commonplace
± LANS and WANS linking computers
± Took on 4 more roles:
‡ Organizational Designer
‡ Technology Advisor
‡ Technology Architect
‡ Informed Buyer

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‡ The Web Era

± Started in the mid-1990s for some
± Arose from the emergence of the Internet,
and esp. the Web as a business tool
± Era is still in its µinfancy¶ but add to the CIO¶s
µjob¶ the role of business visionary

‡ Relationship between CEO and CIO vary

along a wide spectrum

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1. Leading: Creating a vision by

understanding the business
2. Governing: Establishing an IS
Governance structure
3. Investing: Shaping the IT portfolio
4. Managing: Fostering change



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understand the business and its environment:
1. Encourage project teams to study the
marketplace
2. Concentrate on lines of business
3. Sponsor weekly briefings
4. Attend industry meetings with line executives
5. Read industry publications
6. Hold informal listening sessions
7. Become a ³partner´ with a line executive

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company and its industry:
± Current industry environment
± Business goals and objectives
± Major practices of competitors
± Pertinent government regulations
± The inputs, outputs, and resources of the firm


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‡ It is recommended to ask the following questions

about each line of business:
1. Are we organized to serve that line of business?
2. Do we have an account manager in IS who has
responsibility for that line of business?
3. Do we have someone within that line of business who
oversees IT activity and talks the business language?
4. Do we have a sponsor in the line of business?
5. Do we have the attention of their management?
6. Does the line of business offer an opportunity to use
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‡ To understand the business, one needs to

understand the marketplace

‡ By sponsoring short presentations by the people

closest to a business, IS management can help
fix the problem of employees not being given
exposure to the marketplace without cutting into
working time too greatly


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‡ Attending meetings with a line executive can be

even more enlightening because he or she can
explain what the company is or is not doing in
areas discussed by the speakers

‡ It is also likely to foster new friendships


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‡ News publications provide information on

new products, current issues, company
changes, and so on

‡ They provide better analyses of industry

trends, discussions of ongoing research, and
projections about the future


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‡ Employees learn a lot by listening to each

other¶s needs

‡ Meetings are held in a setting that is not

charged with tension, participation is
voluntary, and their purpose is to ³just chat´


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‡ The Society for Information Management

presents an award each year to honor an IS
executive business team who have achieved
significant business results through their
alliance

‡ It reinforces partnering which is needed to

successfully guide and deploy IT today

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‡ UNDERSTAND THE BUSINESS

‡ TALK TO PEOPLE



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‡ IS executives are no longer reactive, providing

only support
‡ They manage some of the most important tools
for influencing the firm¶s future
‡ They are becoming more ³proactive´ by helping to
create a vision of the firm¶s future and its use of IT
and selling those ideas to others


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‡ It is a statement of how someone wants the future to be or

believes it will be
‡ ³We will put a man on the moon and return him safely to earth,
by the end of the decade´ ± JFK, early 1960s
‡ Beath and Ives present several corporate visions, e.g.:
" Otis Elevator
‡ ³Any salesperson can completely order an elevator in a day´

" Rittenhouse Homes

‡ ³Customers can get a house designed and built from a retail store´

‡ Once a vision is in hand, then a strategy can be formulated on

how to bring the vision into being

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‡ A vision of a desirable future can provide stability
when it sets a direction for an organization

" Today most corporate visions have an IT

underpinning ± leveraging the Internet for
business purposes

" That vision sets their direction


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‡ Main activities = exploration and production
of crude oil and natural gas
‡ The Business is in the Business Units
" 150 business units in 100 countries
ù Each have their own balance sheet and performance
contract

" HQ must convince the business units of the

wisdom of BP-wide practices
" Overarching this distribution of power is a set of
group-wide policies based on shared core values

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‡ Digital Business (DB) Underpins Transformation

" 1999 = rare companywide mandate for a common operating
environment (COE)
" Early 2000 = formed Digital Business
ù Moved IT out of the beleaguered role of technology provider into
a strategy-creation role
ù Delivered overarching strategy, enterprise infrastructure and
projects and standards while supporting differentiated service
offerings driven by the business streams
‡ DB Strategy and Chief of Staff
‡ DB Chief Technology Office
‡ DB Projects
‡ DB Operations 
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‡ Living on the Web
" Moving processes and systems to the Web and simplifying both at the
same time
‡ Socializing Technical Directions
" Socialize the idea of a new common good to the point where people
accept it
" Technical choices are now made through business-based networks of
experts
‡ Going Forward: Foster Learning and Focus on Explanation
" Major challenge = fostering learning
" Real leverage comes from the new value a new system opens up
" Bright people have been attracted to DB because it is involved in the
most important conversion: where BP is going digitally

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‡ The term µGovernance¶ has become prominent in all
areas of business including IT.
‡ IT Governance
± ³The assignment of decision rights and the accountability
framework to encourage desirable behavior in the use of IT´
‡ Governance differs from management in that
± Governance is about deciding who makes decisions
whereas
± Management is about making decisions once decision rights
have been assigned
‡ Numerous business scandals (U.S. ± Enron, Global
Crossing etc.; Australia ± HIH) have prompted the
increased interest in this area

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‡ µGovernance¶ has become more important in

the IS world because IT expenditures have
become so large and diverse that
management has had to find a way to bring
order to all the decision making
‡ Centralizing all IT decisions is not a solution
± All business units and local employees need a
voice in the decisions to tailor their business to the
local culture and customers
± Striking such a balance is a major IS emphasis

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‡ Assigning Decision Rights (Figure 2-9)

± Six governance styles (the rows)
1. A Ú



 is where C-level executives
(CIO..) hold the right to make decisions
 
 = where IT executives hold the right to
make decisions
  is where business unit leaders (or delegates)
have decision or input rights
  means that the rights are shared by C-level
executives and one other tier of the business hierarchy
5. A   is where one IT group and one business
group share a right
 
is where individual process owners or end
users hold a right

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‡ Assigning Decision Rights (Figure 2-9)

± Five decision areas (the columns)
@  

are high-level statements about how IT
will be used to create business value
  

 
 
state the approach for
building shared and standard IT services across the
enterprise
 

  states the technical choices that will
meet business needs
 




is where the business
defines its application needs
 
  
 defines the process
for moving IT-based investments through justification,
approval and accountability

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‡ US HQ but operates all over, esp. Latin America ±
manages a diverse portfolio of natural gas and
electric supply, delivery, and trading businesses
± Product and service innovation combined with speed and
flexibility are key drivers

‡ IT Governance is based on Principles and

Relationships
± 8 Principles in managing Information Management (IM):
1. Agree on the reason for being
2. Have a vision for IM
3. Put a clear organizational design in place
4. Implement successful IT governance
5. Implement demand management
6. Design useful reporting information flows
7. Manage business-IM value relationships
8. Implement global collaborative networks

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‡ Regional CIOs follow these guidelines:

± I will involve others if the consequences of my
actions affect others
± I will not involve others if it just affects me
± I will inform others when the consequences of my
actions will be of benefit to others
‡ Aims to foster relationships with the
business which:
± Increase nimbleness
± Help identify opportunities (save costs)
± Lead to innovation

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‡ IT investments are large and important to
company success
± How to make such investments is getting
increased attention
‡ Business executives can no longer ³blame
CIOs´ for poor IT investments
± CIOs can only implement good systems
± They are not responsible for changing business
practices to take advantage of those systems
‡ = the job of line executives!

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‡ Intense competition in µnon-regulated¶

industries forced executives in these to
innovate
± By investing in IT
± By improving their business processes, and
± By offering new products and services
‡ These innovations, in turn, increased
productivity
± Virtuous circle (Figure 2-10)
‡ Competition leads to innovation, which leads to
productivity increases



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‡ Sequencing and timing IT investments

± Companies that reaped the highest
productivity generally sequenced their IT
investments so that new ones built on
existing ones
± Timing is also important
‡ µRush in¶ only when it advances company
goals, builds on strengths and cannot be easily
replicated by competitors
‡ µEverybody is doing it¶ = not a good reason

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‡ Wal-mart
± First installed systems to automate the flow of products in its
internal supply chain
± Then = turned outward to suppliers co-ordinating its own
operations with theirs
± Then turned to customers to better plan its merchandising
mix and replenishment
± µLast¶ = data warehouse

‡ Kmart = did not get the sequence right

± First = used IT to target its marketing promotions Vs.
investing in supply chain
± As a result ± increase in demand from successful
promotions could not be met due to problems getting
products into stores
± Lost sales and $$$$

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‡ Complementing IT investments
± IT investments do not reap anticipated
results until accompanying management
practices change to take advantage of
potentially better ways of working

± NOTE: IT is not the only contributor to

increased productivity


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‡ Much attention has been placed on shaping

the IT portfolio as business executives seek
to maximize the business value of their IT
investments

‡ Most companies have far more opportunities

than they can fund
± Must find a way to prioritize the possibilities to
best support their business¶ strategic objectives
ù Prioritization
ù ³Doing more with less´


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‡ Introducing a New Methodology
‡ The Prioritization Process
± Winnowing the Wish List
± Selecting Business Objectives
± Prioritizing the Objectives
± Ranking Projects Using the Objectives
± Funding the Projects
‡ The process uses 4 filters:
1. The EVP¶s wish list filter
2. The must-have/should-have filter
3. The UMT prioritization filter, and
4. The business case filter
‡ The result is a list of projects that can be funded

‡ Benefits of the Project Prioritization Process

‡ Future Plans


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‡ Benefits Come More From the Discussions Than the
Prioritizations
± When the discussions are structured, focused and well moderated,
the participants better understand the business goals, better
support others and other business units and are more committed
± Leads to:
‡ Healthier teamwork
‡ Better decision processes, and
‡ Better definitions of projects

‡ Put Projects into Categories Where They Are Comparable

± Once defined, projects belong in different categories and thus
require different treatment
‡ E.g. R&D projects can¶t generate immediate tangible benefits
‡ Have a minimum $ - projects below this should be funded from
discretionary budget


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‡ Address Project Risks
1. Risk that project will fail
‡ Need mitigation strategies and include cost thereof in the
project cost
2. Risk of not doing the project
‡ E.g. Virus protection
3. Risk that it is the wrong project for what is trying to be
achieved

‡ Prioritize Quarterly, and Apportion Your Budget

Accordingly
± Not wise to close the approved list of projects for a long
time
± Track projects and if significant deviations = consider
project costs, risks and benefits
‡ Be Consistent
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‡ CIOs are in the change business
‡ Information systems bring about change
‡ BUT ± before a CIO and the IS
organization will be heard as a voice for
change, the must be viewed as being
successful and reliable
‡ To foster change, a CIO must establish
and then maintain the credibility of the
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‡ The first job of IS management is to get the ³today´
operation in shape
± Until that task is accomplished, CIOs will have little credibility
with other top management
‡ Managing ³today´ includes:
± Computer operations
± Technical support (including networks)
± The help desk, and
± Maintenance and enhancement of existing systems
‡ Delivery oriented with a high level of service
‡ Some = outsource parts

‡ Once you have ³today´ working well ± they will listen

to you re ³tomorrow´

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‡ µTechies¶ presume a technically elegant
system is a successful one
± Not so. Many technically sound systems have
turned into implementation failures because the
people side of the system was not handled
correctly
‡ IT is all about managing change
± New systems require changing how work is done
± Focusing on the technical aspects is only µhalf¶ the
job. The other job is change management


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‡ People resist change, especially
technological change
‡ May react in several ways:
± Deny, distort or delude

‡ ODR (and others) methodology:

± Sponsor
± Change agent
± Target

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‡ Working across Organizational Lines
± CIOs now find that systems they implement
affect people outside their firm
‡ Supply side = fewer suppliers but deeper
relationships
‡ Customer side = need buy-in to building /
using inter-business systems


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‡ One of the world¶s top 5 consumer packaging

companies and the world¶s top drink can maker
‡ Rethinking Interactions with Customers
± Initial doubts Vs. ³If we can demonstrate value to them they
will (use it)´
± Benefits of the Project Prioritization Process
‡ Phase 1: CRM Made Simple
‡ Testing the System with Customers
‡ Phase 2: Knock Customer¶s Socks Off
± Competitive advantage? ± They¶ll µnever leave¶!
‡ The CIO¶s Role
‡ The Steering Committee¶s Role


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‡ Rexam case illustrates a number of points
about the CIO¶s current role:
1. CIOs are working outside as much as inside
these days
2. They are working in concert with their peers in
the company in selling and implementing their
visions
3. To stay ahead they need to keep their staffs
experimenting with new technologies
4. Selling the vision occurs one customer, supplier
or executive at a time
" Need to know how µIT ready¶ a customer, supplier,
executive, department or group is


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‡ Some believe the office of the CIO is so broad it should be
handled by a team
‡ Four µpositions¶:
1. Chief Information Officer
± Heads IS and works with top management, customers and suppliers
2. Chief Technology Officer
± Heads IT planning, which involves architecture and exploration of
new technologies
3. Chief Operations Officer
± Heads day-to-day IS operations
4. Chief Project Officer
± Oversees all projects and project managers

‡ IT is so critical to enterprise success and the know-how

needed to run it so deep and wide = management needs to
become a team effort


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‡ Different periods of recent history have
seen executives with different backgrounds
³running the show´
± Manufacturing = in the early 1900s
± Sales and Marketing ± 30s to 50s
± Finance ± 70s to 90s
‡ Problems and scandals
± Future ± perhaps now CIOs have the most
appropriate backgrounds to run companies

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