Smart Enterprise Magazine

Volume 7, Number 1, 2013

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Some researchers believe this is starting to happen. A 2012 report produced jointly by INSEAD, a leading graduate business school, and CIONET, an IT organization of 3,500 European CIOs, says CIOs spend a significant amount of their time doing things other than managing information services. The report, ���Three Ways to Thrive: How CIOs are enabling their organizations to grow and strengthen in today���s challenging economy,��� identifies three areas as emerging responsibilities for CIOs: collaborating with non-IT colleagues, managing enterprisewide business processes, and working with external customers and partners. Further, of the 188 CIOs surveyed for the report, 37 percent defined their roles as technology-driven, 41 percent as businessprocess-driven, and 22 percent as client-driven. Nearly 60 percent also say they expect their role to become more client-driven over the next three years, says Nils Fonstad, Associate Director of the INSEAD eLab. photograph: �� enviromantic/Getty images The Customer-Facing CIO Five years ago, it would have sounded strange to hear that a CIO���s duties included working with customers and partners. Now, the customer-facing CIO is in the vanguard of management trends. Cisco System���s Rebecca Jacoby, for instance, is both CIO and Senior VP of the IT and Cloud & Systems Management Technology Group. This means Jacoby runs the IT operations and also heads a customer-facing product group. With both a degree in economics and an MBA, and company experience dating back to 1995, Jacoby has a unique and highly desirable collection of business and technology skills. Another highly regarded customer-facing CIO is Oliver Bussmann, Global CIO of SAP. The INSEAD report states that during his first 100 days at the German software maker, Bussmann developed an award-winning strategy: transform the IT structure from silos into an agile department aligned with the various business groups. Bussmann then went on to launch the ���SAP Runs SAP��� project, whereby SAP is the first customer of new ERP software products. He then met with more than 250 SAP customers to share his IT department���s experience and best practices. CIOs can enhance their skills and become transformational CIOs in a number of ways. The first is on the job: participating in key strategy initiatives and demonstrating for other C-level executives how new technology and processes can deliver business results. Other approaches involve education, such as an MBA, which takes about one to two years to complete; certificate programs, which are shorter in duration and more targeted; and executive education programs, which focus on tactical business functions, such as financial or change management. Formal MBA programs in the U.S. and Europe stress a T-shaped skills portfolio, which includes vertical skills such as software architectures, data analytics and information security, and horizontal skills such as finance, marketing and customer relationship management. A growing number of graduate business schools have been adding technology skills to the MBA course lineup. Rutgers Business School, located in New Jersey, for instance, added the Master IT Program in 2008. Its main focus is to give both technical and business professionals a grounding in data analytics. ���We teach both technical and business analytics,��� says Hui Xiong, an Associate Professor who runs the Rutgers program. ���In addition, to succeed in this field, students need domain expertise, such as how analytics is used in retail or in pharmacology.��� One example of analytics in the healthcare domain comes from Premier Healthcare Alliance, which aggregates huge amounts of healthcare and business data for its member organizations. Premier���s business is organized like a professional society. Members include 2,700 hospitals and 90,000 healthcare facilities. Premier focuses on helping its affiliates transform their businesses through improved performance. ���A substantial amount of what we offer involves IT,��� says Randy Thomas, the company���s VP of Portfolio Strategy and Design. By aggregating financial, purchasing, clinical and supply chain data, Premier is able to spot patterns and recommend business changes that lower costs and increase efficiency. Member CIOs are crucial in helping their organizations understand how to use this data to bring about process change, Thomas says. CIOs wishing to deepen their business and leadership skills will find many targeted university programs. The State University of New York���s Institute of Technology, for one, offers an MBA in technology management, an online program that combines business essentials with a technology focus. Another program, the Information Technology Leadership Program offered by the Leavey School of Business at Santa Clara University, provides IT executives with general management and executive-level skills. ���For most of its history, IT has been an operational and functional resource, not a strategic [one],��� says Peter DeLisi, the program���s dean. For IT leaders in the public sector, the Harrisburg University of Science and Technology in Pennsylvania offers a Certified Government CIO program to help them respond to changing requirements. The program focuses not on technology, but on leadership skills, strategy setting and business management. Educational programs that provide business and leadership skills help CIOs collaborate effectively with other executives. 2013 ��� Smart Enterprise 33

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