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The CIO's Dilemma

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The CIO's dilemma can best be described as having to manage the competing imperatives for growth, innovation and new capabilities on the one hand and continued cost reduction and efficiency on the other. There is an answer to the CIO's dilemma: simplification.

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The CIO's Dilemma

  1. The CIO’s Dilemma Abbie Lundberg, Lundberg Media Former Editor in Chief, CIO Magazine EFFICIENCY OR INNOVATION? PULLED IN TWO DIRECTIONS & GETTING NOWHERE FAST
  2. profitable growth Photo by Matthew Fang
  3. Pulled in two directions, getting nowhere fast Photo by jpmueller99
  4. a slow recovery Photo by Steve Wall
  5. Photo by Anders Ljungberg poor visibility
  6.  
  7. Photo by Joe Penniston Photo by Urban Archaeology economy in transition economy in transition
  8. Photo by Joe Penniston economy in transition Photo by Joe Penniston
  9. The CIO’s Dilemma <ul><li>Build New Capabilities </li></ul><ul><li>Be More Responsive </li></ul><ul><li>Customize </li></ul><ul><li>Be Open </li></ul><ul><li>Make Business Agile </li></ul><ul><li>Think Strategically </li></ul><ul><li>Business Unit Goals </li></ul><ul><li>Cut Costs </li></ul><ul><li>Be More Efficient </li></ul><ul><li>Standardize </li></ul><ul><li>Be Secure </li></ul><ul><li>Make IT Predictable </li></ul><ul><li>Execute Flawlessly </li></ul><ul><li>Enterprise Goals </li></ul>
  10. pat your head rub your belly
  11. &quot;Being highly responsive to our business partners’ and customers’ needs and creating standardized processes and technology platforms can seem like conflicting goals, but doing BOTH is key to maximizing value .” Stuart McGuigan, CIO, CVS Caremark
  12. BOTH 57% of executives say innovation and cost reduction are equally important to their company’s ability to achieve future growth Source: Accenture survey of 630 U.S. and U.K. executives, Nov. 2009
  13. IT savvy firms are 20% more profitable than their competitors -MIT Center for Information Systems Research
  14. does IT matter? How
  15. “ There are very few secrets out there anymore. The only competitive advantage becomes speed. Organizations need to keep embracing innovation and new technology models. At the end of the day, it’s about getting from point A to point B quicker than everybody else.” Rollin Ford, CIO, Wal-Mart
  16. Photo by Randen Pederson IT weighing you down?
  17. clean house
  18. fixed costs Photo by Matti Mattila 70%
  19. 85% information is a key strategic asset 36% well positioned to use information for growth Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec Room for Improvement
  20. Barriers to growth Which of the following are barriers to your organization's ability to use information to grow your business? (Select all that apply) Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec
  21. Photo by Doug Shick
  22. IT budget thaw Source: CIO Magazine’s Economic Impact Survey, Dec. 2009 Direction of IT Spending March '08 May '09 Dec. '09 Increase 63% 14% 40% Decrease 17% 50% 28% Remain the same 20% 36% 32% Overall change (mean) +7% -13% +4%
  23. Photo by Jenny Downing lighten up
  24. SaaS 1/3 of all enterprises have subscribed to or plan to subscribe to software as a service applications in the next 12 months Source: Forrester Enterprise And SMB Software Survey 2010
  25. The government should adopt Web-based and free technologies over proprietary ones wherever possible to reduce government spending on long-term maintenance and consulting contracts. - Aneesh Chopra
  26. Photo by O2UKOfficial City of Los Angeles Photo by Erwin Recinos
  27. Photo by O2UKOfficial Genentech
  28. Cisco Virtual Sales Meeting, September 2009 19,000 participants 89 countries 24 times zones 88 hours 90% cost savings! … and offset 84,400 metric tons of carbon dioxide Image from Cisco
  29.  
  30. Photo by Vali focus on customers
  31. Performance Gap Please rate how important each of the following information strategies is to your organization’s growth over the next 1–3 years where 1 means “not at all important” and 10 means “extremely important.” Please rate how well your organization is currently doing each. Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec
  32. Closing the Performance Gap What are the three most important things your organization can do to close the gap from where you are today and where you want to be to make better use of information? (Select up to three) Source: “Unlocking the Value of the Information Economy,” a global survey of 1,375 executives conducted by Harvard Business Review Analytic Services and sponsored by Symantec
  33. REAL SIMPLE COMMON PROCESSES STANDARD INFORMATION LEVERAGED PLATFORM OF CORE SYSTEMS INNOVATION AT THE EDGE
  34. “ It may seem counterintuitive, but the more standardized your systems and processes are, the more flexible you can be.” - Charlie Feld, Blind Spot
  35. Leveraged Core Market Edge Charlie Feld, Blind Spot
  36.  
  37. Today’s Tech Landscape Q. Which option best describes your plans for each of the following applications in the next 12 months? Source: CIO Technology Priorities Study February 2010
  38. Tomorrow? Source: CIO Technology Priorities Study February 2010 Q. Which option best describes your plans for each of the following applications in the next 12 months?
  39. So little money!
  40. Photo by Jack Wolf limited resources
  41.  
  42. “ We can do anything you want; we just can’t do everything you want.” -Healthcare CIO
  43. Smaller Better
  44. Simple Project Portfolio Framework
  45. Photo by Wilka Hudson
  46. PURSUE BOTH LIGHTEN UP, SIMPLIFY FOCUS, PRIORITIZE TEAM SPORT the upshot Photo by Matthew Fang
  47. think radical Photo by Ana Cotta
  48. Abbie Lundberg 508.269.3547 [email_address] http://lundbergmedia.com Most of the photos in this presentation are from flickr, offered for use under a Creative Commons license Photo by Matthew Fang
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The CIO's dilemma can best be described as having to manage the competing imperatives for growth, innovation and new capabilities on the one hand and continued cost reduction and efficiency on the other. There is an answer to the CIO's dilemma: simplification.

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