The NYS Forum 24 th Annual Meeting NYS Forum – 24 th Annual Meeting “Where have We Been?” A recap of 2009-2010 Adam Gigandet, Chair

The NYS Forum24th Annual Meeting

NYS Forum – 24th Annual Meeting

“Where have We Been?”

A recap of 2009-2010

Adam Gigandet, Chair

NYS Forum – Where Have We Been

“The NYS Forum is a unique mechanism that supports the ongoing exchange of government and corporate professional and managerial knowledge and experiences, and coordinates efforts in support of state technology program priorities.”

IT professionals from the public and private sectors with over 100 government and 75 corporation members

Board of Directors – 15 total membersExecutive Council – Board, workgroup co-chairs, ex officioWorkgroups – 12 workgroups & areas of interestCoP’s & Ad-hoc – PM CoP, NYSMUG, Marketing, Board Committees


Board of Directors and Executive Council ActivitiesExecutive Committee Monthly MeetingsBusiness Development & PlanningFinance Committee, Membership CommitteeSearch Planning


Shared Experiences & CollaborationIT Directory – Managing Information in NYSPresentations – nearly 2 dozen sessions postedWebcasts – have increased reach and participationNewsletters – PM CoP and AccessibilityAnnual Events – PM Roundtable, Security Roundtable,

Annual Purchasing Event, Forum Strategic Planning, Executive Council Annual Events

Training – BCM 3 day ICOR workshopResources – rich repositories of good information


2009-2010 AchievementsJoint work group activities – continued successIT Skills Development – BA events, CoP starter kitWebmasters Guild – broad participation & experiencesSmall/Medium/Local Government – strategic planningBusiness Continuity – BCM and COOP developmentIT Greening – aligned with statewide & agency initiativesSecurity – roundtable event, webcasts, SSDLCCorporate Roundtable – ITCR support & awarenessCIO Council / NYS Forum Alignment – mutual supportMetroNY Initiatives – Cloud Computing


The New York State Forum

24th Annual Meeting

“Where Are We Going?”

Initiatives for 2010-2011By: Mark Mitchell, Vice Chair

NYS Forum – Where We Are Going

The NYS Forum will continue to be the place for collaboration in a fully neutral environment, where state and local IT organizations and corporations come together to share knowledge and ideas that foster mutual understandings, facilitate public sector progress, and provide insight into what government can be for all of those it serves.


Board and Executive Council OpportunitiesBusiness Development & Continuity PlanningMarketing & MembershipGovernance & LeadershipStrengthening Stakeholder Relationships


2010-2011 Work Group Projected Initiatives*IT Accessibility – Continue to advocate for a centralized statewide validation tool

Business Continuity – Investigate and map critical IT systems interagency dependencies

Cloud Computing – Explore ways that SLG agencies might pursue cloud computing in a shared service environment


2010-2011 Work Group Projected Initiatives*Emerging Technologies – Data de-duplicationIT Greening – Alternative funding sources for green initiatives

Project Management – Develop a standardized tool so all agencies may measure the business value of project management

Security – IS Governance, Assurance and Risk Management Framework


2010-2011 Work Group Projected Initiatives*IT Skills Development – Complete and beta test the Community of Practice Starter Kit

Small/Medium/Local Government Special Interest Group – Conduct research survey to target NYS Forum marketing efforts.

Webmaster’s Guild – Focus on teaching skills (e.g., plug-in, HTML5, CSS3, etc.)

*A complete list may be found at:

http://www.nysforum.org/events/planningsession-7-16-10/

http://www.nysforum.org/events/planningsession-7-16-10/


“One of the most unique aspects of The New York State Forum is its ability to bring together the private sector and public agencies in order to improve and accelerate the contributions made by those who work in the field of Information Technology.”

Mark Mitchell, Incoming Chair

IT Corporate Roundtable


Enduring PrinciplesThe Recipe for Success:

• Partnership

• Sharing Information and Expertise

• Collaborating to Deliver Knowledge Sharing

• Maintaining Commercial and Political Neutrality: ‘Leave Your Logo at the Door’

We roll up our sleeves and work hard to deliver products, sessionsand seminars of high value to the State and Local public sector in NY State.


In Good CompanyGaining insight:

– September – Charlotte Breeyear and Bernie McHugh – OSC

– September – Paul Cosgrave, Former CIO, NYC – MetroNY Cloud Computing Event

– October – Carla Chiaro and Eliel Mamousette – OGS

– November / December - Officers of The NYS Forum – Adam Gigandet (DMV), Mark Mitchell (NYSERDA), Leslie Brennan (DEC), and liason Joann Riddett (Thruway)

– January – Leaders of NYSLGITDA – Dale Nieswiadomy (Livingston), Karen Pratt (Washington), Kim McKinney (Broome) and Ken Beam (Onondaga)

– February – Michael McDermott, SFS Project Update

– March – Assembly Member RoAnn Destito

– March – MetroNY Networking Event


In Good CompanyGaining insight:

– April – Donna Canestraro, Center for Technology in Governmentand Nancy Schultz, Management Consultant

– May – Nancy Mulholland, CIO, DOT – CIO Council Update

– May – MetroNY Cloud Computing Event – Carole Post, CIO, NYCand Linda Cureton, CIO, NASA

– June – Dr. Hao Wang, CIO, OMH

– July – ITCR Member Brainstorming Session

– August – Dr. Melodie Mayberry-Stewart, NYS CIO, Director of OFT; Rico Singleton, Deputy CIO, NYS and Dan Healy, Deputy CIO, NYS


In Good CompanySharing insight: Roundtable member firms sample contributions

– Web Analytics and Search Optimization– Smart Grid and Demand Response Systems– Cloud Computing– Web 2.0– Becoming a Successful Business Analyst– Essentials of Business Continuity Management (Three day course)– Satisfying Goals for PC Energy Reduction– IT Debriefing Roundtable– Creating Accessible PDF’s– Strategic Planning Collaborative Sessions (Five day course)– Mobile App Development– Disaster Recovery– Building Information Security into Projects– Doing Business with NY State– Desktop Virtualization– Incident Response


FY 2010-2011

C. Yepsen

ITCR – FY 2010-2011

Year of Change!

• New Administration• New Management• New Organization

Keep ITCR out in front

ITCR Initiatives

Accelerate the use of Advanced Technology:

• Collaborative Tools• Video• Make better use of members’ time

ITCR Value

ROI

•Value for your $$•Value for your time•Relevancy

© 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>

© 2010

The Quest for Talent in a Digital Age

04/19/23

Diane MorelloExecutive Leadership & InnovationCIO & Executive LeadershipGartner Inc.

NYS ForumSeptember 13, 2010Albany, NY


© 2010

Demand Outstrips Supply

Time

Demand

Employment

As enterprise demand for IT increases, CIOs and IT leaders face a significant challenge:

Can they find or deploy qualified people quickly enough to satisfy that demand?

How Will You Manage the Gap?

How Will You Manage the Gap?


© 2010

© 2010 Gartner, Inc. All Rights Reserved.

Through 2011, CIOs and IT executives

will be asked to meet expanding business

and institutional goals with no meaningful increase

in employment ranks.-- Gartner Predicts 2010


© 2010 27

04/19/23

The Questfor Talent“The transformation of government requires more than just technology tools — it demands a public workforce that has the competencies and creative capacity to successfully use technology to meet this challenge.”

-- NYS IT Workforce Skills Assessment: Findings and Recommendations to Enhance Workforce Proficiencies


© 2010

The Quest for Talent Raising the Bar for Talent

New Assumptions

The quality of peers will matter.

No two people will perform work in the same way.

Talented people will move around.

The competition for qualified IT talent will be global.

The employment model will change shape.

ImagineInnovate

Anticipate


© 2010

The Quest for Talent External Trends Defy Traditional Practices

Globalization

Global Talent

Untapped Markets

Regional Economic Clusters

Service Industrialization

Demographics

"Baby Boomers" Retire"Digital Natives" WorkDiversity Soars

Push:Organizationally Defined

Work Options

Pull:Individually Designed

Work Options

1980 2020

Push

Pull

Individualization


© 2010

The Quest for Talent Why Do People Stay?

Challenging Assignments

Stimulating Peers

Acknowledgment of Contribution

Learning Opportunities

Good Relationships

Why Do People Stay?


© 2010

The Quest for TalentLook Inside and Outside

EngageRefresh

Reassignment Internal Mobility Communities Stretching

Diversified Sourcing Quality of Peers Social Networks Collective

Work/Life Balance Challenging Work

Decision-Making Freedom

Find

The Questfor Talent

ImagineInnovateAnticipate


© 2010

The Quest for TalentPique People’s Interest, Re-Recruit Them

Attract People to FulfillYour Mission and Purpose

Eliminate

Inequality

Care for

Patients

Algorithmic

IngenuityTechnical

Support

Attract People to SolveYour Thorniest Challenges

Programming

Excellence

Open

Innovation

Scientific

Solutions

Promote

Community

Organize All

information

Protect

Environment


© 2010

The Digitizationof Social Networks

Mine expertise

Reach new candidates

Link communities

Connect ‘virtual strangers”

“Pull” candidates through peers

The social aspects of technology change the way that people learn about opportunities.

The Quest for TalentExtend Digital Reach and Relevance


© 2010

The Quest for TalentLasso Grass-Roots Consumer Tools

Refresh

Find

EngageThe Questfor Talent

Encourage Involvement(e.g., blogs, expertise locators,

idea management, collaboration software)

Enhance Performance(e.g., knowledge management, 360° evaluation, prediction markets,

workforce analytics software, communities of practice)

Learn(e.g., virtual worlds, wikis, gaming, podcasts, simulations)

Uncover Opportunity(e.g., social networking analysis, dynamic profiling, peer-to-peer communities)

Make Contact(e.g., Jobster, peer-to-peer communities, FaceBook)

Find Talent(e.g., talent mgmt. suites, blogs, alumni sites, global sourcing services, matching tools)


© 2010 35

04/19/23

IT Professional Outlook“New Yorkers must continueto develop their skills to take advantage of changing technologies that can help our state be world-competitive – and help NY government perform better.”

-- NYS IT Workforce Skills Assessment: Findings and Recommendations to Enhance Workforce Proficiencies


© 2010

The IT Professional OutlookWhere Will We Go From Here?The IT profession will split into four domains of expertise: technology, information, process and relationships.

The IT Professional Outlook

0%

10%

20%

30%

40%

50%

60%

70%

80%

TechnologyInfrastructure& Services

InformationDesign& Management

ProcessDesign& Management

Relationship& SourcingManagement

2004 2009 2013

On the RiseVirtualization

Cloud ComputingMobilityWeb 2.0

Analytics and BIInformatics

Social StrategyM-CommerceVisualization

Web Aesthetics


© 2010

The IT Professional OutlookA Blend of Knowledge and Behaviors

TechnologyKnowledgeHow doesthis technologywork?

IndustryKnowledgeWhat characterizesthis industry?

Core ProcessKnowledgeWhich processesmake this area unique?

BusinessKnowledgeWhat makesthis business tick?

KnowledgeBehaviors


© 2010

IT Professional OutlookTechnology Infrastructure and Services

• Reusable software components

• Mobile design, applications and services

• Web 2.0 platforms and tools

• Context-aware computing

Making technical excellence a differentiatorMastering system complexity, methodology,

standardization and operational reliability

TechnologyKnowledge

Core ProcessKnowledge

BusinessKnowledge

IndustryKnowledge

Thinking Analytically

Supporting Teams

Driving Change


© 2010

IT Professional OutlookInformation Design and Management

• Making sense of unstructured data

• Tools that business executives can use

• “What If” simulations and forecasting

• Professional 'informatics'

Treating information as a competitive assetMastering the creation, classification, analysis

and consumption of information

TechnologyKnowledge


BusinessKnowledge

IndustryKnowledge

Focusing on Customers

Thinking Analytically

Communicating Clearly


© 2010

IT Professional OutlookProcess Design and Management

• Modeling and simulating business processes

• Raising workforce effectiveness, performance

• Instituting assessment and quality improvements

• Accelerating integrity and speed of action across boundaries

Improving the creation of services and productsMastering the optimum flow of ideas and resources

to achieve desired business outcomes

TechnologyKnowledge


BusinessKnowledge

IndustryKnowledge


Thinking Conceptually

Driving Change

Supporting Teams


© 2010

IT Professional OutlookRelationship and Sourcing Management

• Building alliances with clients, suppliers, partners

• Designing customers' experiences

• Forging "whole enterprise" change

• Negotiating intangibles

Mastering alliances and behavioral changeExploiting interpersonal dynamics to build relationships and

spearhead change across organizational and business boundaries

TechnologyKnowledge


BusinessKnowledge

IndustryKnowledge


Driving Change

Communicating Clearly

Supporting Teams


© 2010

The IT Professional OutlookRedefine 'Talent’: The Profile Changes

Talented people contribute tangibly and vitally to the innovation, development and delivery of pivotal services and products.

High-Value Sweet SpotThe Versatilist

Traditional Sweet SpotThe Specialist

TechnicalAptitude

BusinessKnow-How

AssignmentsRoles

IndustryProcess

Disciplines

ContextualGrasp

InitiativeLeadershipVersatilityIngenuity

Capacity to GenerateFuture Value


© 2010

The IT Professional OutlookLook Beyond Specialization

Specialist• Deep Skills• Narrow Scope• Peer-Recognized• Unknown Outside

DomainGeneralist• Broad Scope• Shallow Skills• Quick Response• Others Lack Confidence

Versatilist• Deep Skills• Wide Scope of Roles• Broad Experience• Recognized in Other

Domains

Scope of Roles and Assignments

Depth of Skill

Specialist

Generalist

Versatilist


© 2010

IT Professional OutlookVersatilists: The Heart of the New Workforce

Mix It Up With Versatilists Professionals whose multidisciplinary assignments, roles and experiences create a potent blend of critical thinking, context,

competencies and synthesized knowledge to fuel business value.

The Versatilist Cocktail One part aptitude One part business know-how Three parts roles, assignments Stir in multiple experiences Add industry, process insight Serve up with initiative Savor


© 2010

Recommendations


© 2010

Recommended Reading

2010 Executive Leadership Priority: Retaining Top Talent

• Inside the Concept of Versatilists: What Are They and How Do CIOs Develop Them

• Predicts 2010: CIOs and IT Executives Brace for a Tough Year, Even as Economic Indicators Improve

• CIO Advisory: Want to Improve IT Workforce Effectiveness? Focus on Three Areas

• Eyeing a Return to Growth, CIOs and Business Leaders Plan for Change in People, Profiles and Practices


© 2010 47

04/19/23

Gartner delivers the technology-related insight necessary for our clients to make the right decisions, every day.


© 2010

04/19/23

Diane MorelloExecutive Leadership & InnovationCIO & Executive Leadership Gartner Inc.

The Quest for Talent in a Digital Age

New York State ForumSeptember 13, 2010Albany, NY


© 2010

Appendix: The Quest for TalentWiden Your Options

CongratulationsTo All Award

Winners

Documents

The NYS Forum 24 th Annual Meeting NYS Forum – 24 th Annual Meeting “Where have We Been?” A recap of 2009-2010 Adam Gigandet, Chair