160419 CIO Enterprise Mobility Dig Advantage

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Slide 1

The CIO,Enterprise Mobility and Digital AdvantageBill Limond

www.limond.combill@limond.com

1Ni HAO.

I will speak today about the ROLE of the CIO

What is the CIO?

The role of the CIO is not in decline.

CIO does not mean Career Is Over

Rather it means :-CHANGE and INNOVATION ORIGINATOR.

We are responsible for the Organizations important and vital:-INFORMATION and KNOWLEDGE ASSETS

The CIO,Enterprise Mobility and Digital AdvantageBill LimondApps World Germany20th April 2016www.limond.combill@limond.com

2Ni HAO.

I will speak today about the ROLE of the CIO

What is the CIO?

The role of the CIO is not in decline.

CIO does not mean Career Is Over

Rather it means :-CHANGE and INNOVATION ORIGINATOR.

We are responsible for the Organizations important and vital:-INFORMATION and KNOWLEDGE ASSETS

Digital Advantage - QuestionsCap Gemini - MITDigital is primarily about Customer Experience.Digital matters primarily only to Technology or B2C Cos.Right way to change Bottom-up - Let 1000 flowers bloom.If we do enough Digital Initiatives we will get there.Digital Transformation will happen despite our IT.Digital Transformation approach differs for every industry and company.In our industry we can wait & see how Digital develops.

Digital Intensity -Technology enabled initiatives in:* Customer Engagement* Internal OperationsLocation based MarketingConnected ProductsDigital DesignReal-time operation monitoring Optimised PricingCommunities in Social Media

Damian RyanCap Gemini - MIT

4

Transformation Management Intensity -Leadership capabilities including:VisionGovernanceEngagementIT-Business RelationshipsVision of the organisations futureCross-silo coordinationEvolving the CultureNew Skills

Cap Gemini - MIT

5

Digital Maturity Varies Widely

L - Transformation Management Intensity - HL - Digital Intensity - HFashionistasBeginnersDigiratiConservativesCap Gemini - MIT

6

Revenue GenerationCompanies with stronger Digital Intensity derive more Revenue from Physical Assets

L - Transformation Management Intensity - HL - Digital Intensity - H+ 6%Fashionistas- 4%Beginners+ 9%Digirati- 10%ConservativesIndicator BasketRevenue/EmployeeFixed Asset Turnover (Revenue/Property, Plant & Equipment)Cap Gemini - MIT

7

ProfitabilityCompanies with stronger Transformation Management Intensity are more Profitable

L - Transformation Management Intensity - HL - Digital Intensity - H- 11%Fashionistas- 24%Beginners+ 26%Digirati+ 9%ConservativesIndicator BasketEBIT MarginNet Profit MarginCap Gemini - MIT

8

Market ValuationCompanies with stronger Transformation Management Intensity achieve higher Market Valuations

L - Transformation Management Intensity - HL - Digital Intensity - H- 12%Fashionistas- 7%Beginners+ 12%Digirati+ 7%ConservativesIndicator BasketTobins Q RatioPrice/Book RatioCap Gemini - MIT

9

Digital Maturity by Industry

Travel & Hospitality O O PharmaO TelecomO High TechO Consumer Pkgd. GoodsO ManufacturingO UtilitiesO InsuranceO RetailO BankingCap Gemini - MIT

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Myths & Realities of Digital TransformationMythRealityDigital primarily about Customer ExperienceHuge Opportunities in Efficiency, Productivity & Employee LeverageDigital primarily matters only to Technology or B2C CompaniesOpportunities exist in All Industries with NO ExceptionsLet a 1000 flowers bloom: bottom up is right way to changeDigital Transformation must be Led from the TOPIf do enough Digital Initiatives we will get thereTransformation Management Intensity most important to drive overall performanceDigital Transformation will happen despite our ITBusiness/IT Relationships are key. Many must be improved Digital Transformation approach differs for every industry and companyDigital Leaders exhibit Common DNAIn our industry we can wait & see how Digital DevelopsDigital Leaders are Outperforming Peers in Every Industry TODAY

Cap Gemini - MIT

Mobile Challenges

Apps Archipelago?

Greek Archipelago - Ortelius, Abraham, www.bergbook.com

Opportunities & Challenges

Business users want to access more than email. Use consumer mobile device sharing & access capabilities - including app-based cloud services. Use smartphones & tablets as primary computing endpoints. High expectations for mobile collaboration capabilities. Access & share everything from email to desktop files Internally & externally.Use corporate repositories, Microsoft SharePoint and Windows File Shares, from behind the firewall, on all devices. New opportunities & challenges asContent access & control move from IT To the individual user.After MDM, next mobile problem - Information Sprawl.

14

Information Sprawl The Next Mobile Challenge

MobileIron report - 3000 respondents 80% using personal smartphones & tablets for work. 451 Research - > 40% enterprises increased spend on Mobile Device Management (MDM) No longer If, but When & How Businesses Manage Mobile Devices.

MobileIron

Mobile devices Consumer firstbusiness second. PortabilityEase of UseLots of storage. Cloud-connected e.g. Dropbox. Hyper-connected. Mobile connections persistent. Devices try to connect constantly to any available networkcorporate Wi- Fi, public Wi-Fi, or cellularwhether or not trusted by the enterprise.

Most mobile devices are consumer firstbusiness second. Part of their value to users is their portability, yes. But just as important is their ease of use. Locking them down damages the user experience that makes up so much of their value. As a result, most companies allow a mix of personal and corporate apps on mobile devices and impose far fewer usage restrictions. Mobile devices have lots of storage. A large amount of corporate data can potentially be stored locally on the device, giving users increased potential for productivity. And many devices come packaged with free access to cloud storage apps. This means that sensitive data can be spread far and wide. Mobile devices are cloud-connected. Consumer-focused services such as Dropbox have made it very easy to move data from the device to cloud, also enabling sharing of the data with 3rd parties outside enterprise control. Mobile devices are hyper-connected. Mobile connections are persistent. Devices try to connect constantly to any available networkcorporate Wi- Fi, public Wi-Fi, or cellularwhether or not it is trusted by the enterprise. 16

Thought for the Day

Email, Calendar & Contacts (Personal Information Management), mobile file syncing apps, & mobile web browsers, are the three basic tools most users use on mobile devices to get lot of everyday work done.

You can probably solve 99% secure mobile enterprise access, with 1% of the effort, through these three mobile Apps. Madden

CIO RoleLeadBusiness SolutionsBusiness KnowledgeInformationGovernanceStrategyDeliver Results Value for MoneyInformed Purchaser

It is clear that the CIOs role is to lead, but what?

The focus most be on providing solutions to the business.

These solutions must focus on improving the management of information and the sharing of knowledge in the organisation.

The role is at a strategic level. It is all too easy to get lost in operational detail.

At the same time as dealing with the strategy, the CIO has to deliver programmes and projects, results, fast.

Also, the CIO must deliver economic value to the organisation.

An important role is to act as the informed or intelligent purchaser of information services.18

Value/Knowledge

ITISKnowledgeSharingITService

BusinessStrategy

IT IS IM & BP Knowledge SharingKnowledgeDataInformation

IM & BPIM Value Chain

The CIO has responsibility for the IM, Information Management value chain.

We use IT, Information Technology to create the information systems. IS

We use IS to manage information and streamline business processes

And, as a long term aim, to enable people to share knowledge within the organisation.

19

Digital - Corporate GovernanceMandatorySBUsLocal

SBU3HQSBU2SBU1

SBU4

The CIO should be responsible for the core mandatory Corporate policies, standards and guidelines

Then within each of the SBUs, Strategic Business Units there will be discretion for the SBUs to determine their own, particular SBU policies, standards and guidelines.

This leaves a certain number of freedoms at a local level.20

CRMBI

Business ApplicationsShared ServicesInfrastructureDigital GovernanceGreek Temple

DIRECTION

INTEGRATION

CHANGE MANAGEMENTGOVERNANCE

The CIO has to provide Information Management Governance.

This is what I call the Greek Temple model of the organisation.

First of all we have Infrastructure Foundation - to support the whole structure ; Then we have shared services = for corporate systems such as finance, HR and procurement;We then have Line of Business applications for each of the individual business;And, lastly, overall Executive Information to manage the corporation as a whole;IM Governance must provide :- DirectionIntegrationChange management

LEADERSHIP

21

IM PrinciplesKISS KnowledgeInformationSimple Standardise Streamline Share Secure Integrate

The major principle guiding us the governance of IM are :-

StandardiseSimplifyStreamlineShareIntegrateWhere possible AND PRACTICAL

22

CIO Mission

CIO is Custodian of KEY INFORMATION & DATA ASSETS of organisation, responsible for Governance, Management & Security; just as CFO is responsible for financial assets. CIO mission is to facilitate & improve, cost effectively:- oDigital Engagement with Customers, Clients, Citizens & StakeholdersoSecure management & communication of Information & DataoStreamlining of business processes oSharing of Knowledge, across the organization. As Peter Drucker said: as Knowledge Workers, All we have to manage is INFORMATION.

BusinessStrategy

DirectionCapabilities

CHANGEIMStrategyPossibilities

Business and IM Strategy

INNOVATIONINNOVATIONCHANGE &CIO=ORIGINATOR

The CIO has to engage with the business at a strategic level.

The business is responsible for developing the business strategy.

This shows the direction that the business is going

This indicates to the CIO the direction for the Information Management strategy

The CIO in turn will show the business what are the IT capabilities and possibilities.

This will support the business in driving forward Change.

24

Understand the Business

Be the Business

Hybrid

Exploit ICT

Bridge the GAPS

CIOor DIM?

So the CIO or DIM, Director of IM, Information Management needs to:

Understand the business.

Ideally, be a hybrid one self.

Exploit the potential of IT.

Above all, successfully bridge the gaps between IT and the business.25

1. Let users pull - don't push I.T. (too much)

2. It's easy for the organisation to tie itself in I.T. knots

3. Harness the potential

4. Keep your balance

5. Avoid the lynching partyCIO Rope Tricks

The CIO needs to be able to do some rope tricks.

First, let users pull - dont push IT

Second, remember that it is easy for the organization to tie itself in IT knots.

But also we must harness the potential for IT in the organisation.

But we need to remember to keep our balance

and avoid the hanging party.26

CIOs will disappear ?

Career Is Over?

When IT standard, organisations will no longer need CIOs?

Information ASSET

Change & Innovation Originators

Organisations still need CIOs

Will the role of CIO disappear in 10 years?

I dont think so.Organisations still need CIOs to manage some of the most important assets in the organisation.Information And knowledge = Information in the minds of our people.27

In the End

All that we have to manage is -

Information.

Big Data?

However, just like the role of the chief executive, the CIOs role is not straight forward.

As Warren Bennis says; running a organisation is more like leading a jazz ensemble than conducting a classical symphony orchestra.

We often have to negotiate and influence and above all gain CREDIBILITY to get results and deliver28

Thank You

Bill LimondApps World Germany20th April 2016www.limond.combill@limond.com

29Ni HAO.

I will speak today about the ROLE of the CIO

What is the CIO?

The role of the CIO is not in decline.

CIO does not mean Career Is Over

Rather it means :-CHANGE and INNOVATION ORIGINATOR.

We are responsible for the Organizations important and vital:-INFORMATION and KNOWLEDGE ASSETS

The CIO,Enterprise Mobility and Digital Advantage

Back-up Slides

30Ni HAO.

I will speak today about the ROLE of the CIO

What is the CIO?

The role of the CIO is not in decline.

CIO does not mean Career Is Over

Rather it means :-CHANGE and INNOVATION ORIGINATOR.

We are responsible for the Organizations important and vital:-INFORMATION and KNOWLEDGE ASSETS

Apps Archipelago?

Greek Archipelago - Ortelius, Abraham, www.bergbook.com

Opportunities & Challenges

Business users want to access more than email. Use consumer mobile device sharing & access capabilities - including app-based cloud services. Use smartphones & tablets as primary computing endpoints. High expectations for mobile collaboration capabilities. Access & share everything from email to desktop files Internally & externally.Use corporate repositories, Microsoft SharePoint and Windows File Shares, from behind the firewall, on all devices. New opportunities & challenges asContent access & control move from IT To the individual user.After MDM, next mobile problem - Information Sprawl.

32

Information Sprawl The Next Mobile Challenge

MobileIron report - 3000 respondents 80% using personal smartphones & tablets for work. 451 Research - 41% enterprises increased spend on Mobile Device Management (MDM) in 2013.46% plan to in 2014. No longer If, but When & How Businesses Manage Mobile Devices. MobileIron 2014

Challenges

Mobile devices Consumer firstbusiness second. PortabilityEase of UseLots of storage. Cloud-connected e.g. Dropbox. Hyper-connected. Mobile connections persistent. Devices try to connect constantly to any available networkcorporate Wi- Fi, public Wi-Fi, or cellularwhether or not trusted by the enterprise.

Most mobile devices are consumer firstbusiness second. Part of their value to users is their portability, yes. But just as important is their ease of use. Locking them down damages the user experience that makes up so much of their value. As a result, most companies allow a mix of personal and corporate apps on mobile devices and impose far fewer usage restrictions. Mobile devices have lots of storage. A large amount of corporate data can potentially be stored locally on the device, giving users increased potential for productivity. And many devices come packaged with free access to cloud storage apps. This means that sensitive data can be spread far and wide. Mobile devices are cloud-connected. Consumer-focused services such as Dropbox have made it very easy to move data from the device to cloud, also enabling sharing of the data with 3rd parties outside enterprise control. Mobile devices are hyper-connected. Mobile connections are persistent. Devices try to connect constantly to any available networkcorporate Wi- Fi, public Wi-Fi, or cellularwhether or not it is trusted by the enterprise. 35

Thought for the Day

Email, Calendar & Contacts (Personal Information Management), mobile file syncing apps, & mobile web browsers, are the three basic tools most users use on mobile devices to get lot of everyday work done.

You can probably solve 99% secure mobile enterprise access, with 1% of the effort, through these three mobile Apps. Madden, 2013

Digital - Corporate GovernanceMandatorySBUsLocal

SBU3HQSBU2SBU1

SBU4

The CIO should be responsible for the core mandatory Corporate policies, standards and guidelines

Then within each of the SBUs, Strategic Business Units there will be discretion for the SBUs to determine their own, particular SBU policies, standards and guidelines.

This leaves a certain number of freedoms at a local level.37

ExecutiveInformation

Business ApplicationsShared ServicesInfrastructureDigital GovernanceGreek Temple

DIRECTION

INTEGRATION

CHANGE MANAGEMENTGOVERNANCE

The CIO has to provide Information Management Governance.

This is what I call the Greek Temple model of the organisation.

First of all we have Infrastructure Foundation - to support the whole structure ; Then we have shared services = for corporate systems such as finance, HR and procurement;We then have Line of Business applications for each of the individual business;And, lastly, overall Executive Information to manage the corporation as a whole;IM Governance must provide :- DirectionIntegrationChange management

LEADERSHIP

38

SWOT Summary

Strengths Good practice - Robust & rich Infrastructure We are an information rich knowledgeable Business

Weaknesses Islands of informationClarity of overall organisation accountabilities Governance of IM Processes/ Information/ Data/ IT TfL has no visibility of IT costs = High Recurring Costs Outsourcer not viewed as innovative or strategic Responsibility for Legacy rationalisation Lack of robust performance and benefit measures - VFM? Availability of Management Accounting Information Access to and limited ability to share data Some over-classification of data security Fragmented Infrastructure Opportunities Customer Relationship ManagementShared Data Environments -- internally- with Customers, Partners and Suppliers Standardisation/consistency /Exploitation of -- office tools (GOE)- business tools- Processes Common Strategic View for IM linked to the Business Strategy Better budgeting and financial control from clarification of Non-Recurring and Recurring Costs for IM Migration path for Legacy systems to reduce risk and cost Exploit Outsourcer Relationships & Knowledge

Threats Disaster Recovery and Business Continuity Data Integrity Systems Security Project-centric thinking resulting in insufficient overall business awareness Insufficient Resource Management - IT hardware Cannot deploy and exploit our People resources effectively Organisation/Culture/Working differently as a result of IM advances IT solutions running ahead of defined business requirements

Matt Hancock - Minister Cabinet OfficeNext StepsModernise Data Infrastructure: Data Standards & MaintenanceDog-fooding eat your own.Build Capability across Civil ServicePut Trust at Heart of Process - CIACollaborative approach to Data Policy & Governance:- Data at Heart of Open Government Partnership Action PlanUK Lead Steward for International Open Data CharterWhitehall Data Leaders NetworkData Driven Government wants to engage UKs Data EconomyConnect with Businesses, Start-ups & Innovators leading across Data SpectrumNetwork & Interlink currently dispersed and decentralised Knowledge & Expertise.

Photo: Wesley & Dannells

40

Internal Big Data CollaborationUK GovernmentPotential RewardsPolicy makers think differently & enhance service provisionPublic access ever-increasing, more easily digestible information aids informed decision makingBIS Business Innovation & SkillsBuilding Data Science capability interdisciplinary collaborationInnovative interactive visualisation UN trade data for Global audienceDWP Dept. Work & Pensions Universal Credit DataIncrease effectiveness of departmental operationsJobcentre Plus & other organisations e.g. Housing Associations understand claimant caseload by locationPublic has UC roll-out timetable by localityData Science CompetitionSupported by Government Data Science Partnership (Cabinet Office, GDS, Go-Science & ONS)Using Big Data techniques & SW to answer business questions, visualise information across wide range of depts.

41

Internal CollaborationData driven companies(McAfee & Brynjolfsson HBR)McKinsey/MIT HBR study 330 N American CompaniesData Driven Companies better performers than Competitors:5% more productive6% more profitableReflected in Stock Market ValuationsBetter predictions, surprising sources:-Wharton Big Data House Market Prices better than National Association of RealtorsJohn Hopkins used Google Flu Trends to predict surges week before Centre for Disease ControlTwitter updated & tracked Haiti Cholera spread 2 weeks ahead of Official ReportsPassur Aerospace RightETA virtually eliminated gaps between Airline Estimated and Actual Arrival Times. Worth $ MillionsSears Big Data Technologies & Practices (Hadoop clusters) directly analysed cluster data. Promotion lead times dropped from 8 weeks to 1 week & still dropping.

42

Internal CollaborationCompanies have applied Big Data and analytics capabilities to sales and marketing data to better understand and engage their customers, but scant few have directed these types of technologies inward to improve their own organizations. Collaboration data can reveal how an organizations biggest assets its people are working together and what the organization is really focused on. In a Collaboration centric culture, data sharing helps build bridges and collapse silos to develop competitive advantageToday collaboration data is likely the most valuable untapped data source in the enterprisehttp://www.digitalistmag.com/technologies/big-data/leveraging-big-data-redefine-collaboration-enterprise-01243242

Photo: JP Goguen

43

Collaboration & SecurityCollaboration & Sharing may pose new risksOpportunity to advocate & enable secure collaboration in high-risk environmentsTake both data- & identity-centric approach to controlling information in collaboration environments4 main steps:-Turn Big into Small Data means System keeps up to enable faster, more accurate & business-relevant decisionsDetermine Information context; Who communicating How. Leads to better, fine-tuned decisions.Deploy controls to securely enable on-premise email & collaboration. Then determine how & where to deploy data controlsDeploy controls to securely enable cloud and mobile collaboration. Manage areas of High RiskInstead of security of No. Empower security of Know(Tyson Whitten CA)

Photo: Paulo Valdivieso