Embed Size (px)
Citation preview
Leading IT through People
Sharm ManwaniAlistair Russell
Colin ThompsonLeslie Willcocks
Theme Description
• IT management is increasingly focused on business change in addition to technology management. This means a broader influencing role across the organisation and requires strong leadership skills. The technology manager role is primarily a supplier of IT and needs a mix of technical and management skills. In contrast the business change elements require strong business and interpersonal skills.
• The theme group will explore the implications for IT leaders in developing their own skills and those of their staff as well as the wider business community. Research will be presented on IT Management competencies from a variety of sources. The discussion will also cover the skills needed to enhance the professional disciplines associated with IT including business analysis, project management, service management and architecture.
Professional Disciplines
IT Management Top Team
CIOS
UP
PL
IER
SC
US
TO
ME
RS
Leading IT through People
Core Body of
Knowledge
Core Body of
Knowledge
BusinessChange
Strategy &Planning
Service Delivery
Security Systems Development
IT Infrastructure
IT Architecture
Information Mgt
Research findings
• CIO Competency Framework
• IT Professional Disciplines
• Core IS Tasks and Capabilities
• IT Management Skills
CIO Competency Framework
Establishes Direction
Builds Commitment
Delivers Outcomes
Leadership Focus
Environment – which varies by lifecycle, function, industry
Thinking Influencing Achieving
Self Managing
Leadership Behaviour
The BCS Professionalismin IT Programme
If we are to achieve a more professional approach to the exploitation of IT, we will need an IT profession which:
• Is defined in terms of its ability to play a full part in all stages of IT exploitation • Is seen as – and sees itself as – an integral part of the business • Has appropriate non-technical skills, including management, business and leadership skills, as core competences• Is about both Information and Technology• Lays greater emphasis on the accreditation of current capability and competence• Demands greater personal responsibility on the part the practitioner• Is attractive to a wider group of entrants than at present – including
those groups alienated by the current image of the profession
The Changing Role of IT in Business
Enabling revenue generation will be IT’s primary mission within 3 years
83 % of CEOs and board members are convinced of it.
But only 69% of IT managers!
2006
2009
Enable revenue growth 39%
Drive cost efficiency 61%
Enable revenue growth 83%
Drive cost efficiency 17%
Source: Economist Intelligence Unit - The Changing Role of IT in the Business. A global survey of 288 CEOs and CIOs September 2006
2009
A New IT Profession
Core Body of
Knowledge
Core Body of
Knowledge
BusinessChange
Strategy &Planning
Service Delivery
Security Systems Development
IT Infrastructure
IT Architecture
Information Mgt
A New IT Profession
Info
rmat
ion
Man
agem
ent,
Sec
urity
& Q
ualit
y
Arc
hite
ctur
e an
d S
yste
ms
Pla
nnin
g
Sol
utio
n D
evel
opm
ent
and
Impl
emen
tatio
n
Ser
vice
Del
iver
y
Pro
gram
me,
Pro
ject
and
Sup
plie
r M
anag
emen
t
Bus
ines
s C
hang
e M
anag
emen
tTRANSFERABLE SKILLS: Business and Personal
Leadership (business & technical)
PR
OG
RE
SS
ION
DISCIPLINESEntry level
Professional
Lead Professional /
Senior Manager
Senior Professional /
Manager
Sal
es a
nd M
arke
ting
Source: e-skills UK consultation document Jan 2007
• Demand• Opportunity• Strategy
The Four Tasks of the Emerging IT Function
• Technology• Integration• Architecture
• Market Monitoring• Supplier Relations• Contracts
Elicitation andDelivery of
Business Requirements
EnsuringTechnical
Ability
ManagingExternal Supply
IS/ITGovernance
• Organisation
BUSINESS and I.S. VISIONBUSINESS and I.S. VISION
DESIGN ofDESIGN of I.T. ARCHITECTUREI.T. ARCHITECTURE
DELIVERY ofDELIVERY ofI.T. SERVICESI.T. SERVICES
BusinessSystemsThinking
RelationshipBuilding
ContractFacilitation
Leadership
InformedBuying
MakingTechnology
Work
ArchitecturePlanning
VendorDevelopment
ContractMonitoring
Nine Core IS CapabilitiesNine Core IS Capabilities (Feeny & Willcocks, 1998, 2007)(Feeny & Willcocks, 1998, 2007)
PROFESSIONAL- Methodologies- Ethics
TECHNICAL- Technologies- Tools
BUSINESS- Processes- Commercial
INTERPERSONAL- Skills- Behaviours
MANAGEMENT- Staff- Task
Which skills are needed to progress to a CIO
Skills Profile
0
20
40
60
80
Personal Management Professional Business Technical
Top Gap
IT Management Skills
BCS Henley Survey
Research Summary
• CIO Competency Framework
• IT Professional Disciplines
• Managing Capabilities
• IT Management Skills
Workshop Agenda
• What are the people issues in leading today’s IT groups
• How do you lead IT through people in developing the modern business-driven IT department
• Specific actions - examples
Workshop Plan
This material supports
the breakout session
Introduction
• What are the people issues in leading today’s IT groups
• How do you lead IT through people in developing the modern business-driven IT department
• Specific actions - examples
Key Areas for Discussion
• Polarity between traditional IT model and business engagement and change model
(SCOPE)
• Enablers and constraints from an individual, team and organisational perspectives
(DIAGNOSTIC)
Scope of IT
• Traditional IT
• Business-driven
What is the scope of the modern IT group?
How do we evolve to the new state
Scope of IT
• Traditional IT– Technology, Services, Applications
• Business-driven– Processes, Information, Change
Enablers/Constraints - Diagnostic
• Individual
• Team
• Organisation
What goes wrong or right at each of these levels
• Individual– Mindset (Attitudes/Behaviours), Skills
• Team– Culture/Style, Mix of skills, Roles
• Organisation– HR Processes, Incentives, In/Out, Structure,
Ownership
Enablers/Constraints - Diagnostic
End of Presentation
Please send comments to
Sharm Manwani
