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1 © 2002 The Advisory Council. All rights reserved. From the Computer Room to the Boardroom Transitioning from CIO to CEO to Entrepreneur February, 2002
2 © 2002 The Advisory Council. All rights reserved. Alan Guibord – CIO I’m from IT and I’m here to help you!
3 © 2002 The Advisory Council. All rights reserved. Alan Guibord – CEO I read about wireless on an airplane– why don’t we use it!
4 © 2002 The Advisory Council. All rights reserved. Alan Guibord Entrepreneur…. Who’s turn is it to empty the waste basket!
5 © 2002 The Advisory Council. All rights reserved. The changing role of the CIO More than half of of CIOs currently report to the CEO in Fortune 500 companies Up from 43% –The role of technology is critical to the business Successful transitions include Barksdale and Cappellas (still a new phenomenon) Cross the chasm from technology to management
6 © 2002 The Advisory Council. All rights reserved. Assess yourself Know your strengths Know your weaknesses Fill in the gaps Get out of the office Build relationships with peers Seek a mentor Start going on sales calls –Get used to it
7 © 2002 The Advisory Council. All rights reserved. Dress for Success
8 © 2002 The Advisory Council. All rights reserved. PMCC Rule Products Marketing Customer Competition
9 © 2002 The Advisory Council. All rights reserved. Learn your Organization Assess your team quickly Surround yourself with people you can trust Know their strengths - staff to their weaknesses Know the power brokers in your company Know your board members –Create an issue that gets you in front of them –Security is a good one!
10 © 2002 The Advisory Council. All rights reserved. Get Ready Can’t succeed without taking risks –CIOs are risk averse Stay connected to your network –Be aware of market conditions Use your CIO experience to make savvy budget decisions –It’s not just cost –Tie all spending to business performance Balance tactical nature of CIO role with strategic nature of the CEO role Tie your plan to specific business unit objectives
11 © 2002 The Advisory Council. All rights reserved. “You miss 100% of the shots you don’t take” - Wayne Gretzky – NHL Great One RiskTaking
12 © 2002 The Advisory Council. All rights reserved. Network-network-network Establish personal relationships with business managers and peers Return Phone calls –You never know who might help you –Being too busy is not an excuse Get outside of the office as much as possible to meet new people Meet people outside of IT
13 © 2002 The Advisory Council. All rights reserved. CEO Skills Required Hone the “bigger picture” perspective Enhance interpersonal skills Relationship building – internally & externally Drive change with business partners not alone Know where to be involved Delegate Get used to sales
14 © 2002 The Advisory Council. All rights reserved. CEO Lessons Learned Don’t get Ego confused with urge to succeed Take the risk to get the title You can never have a big enough network Balance your inside and outside time Leverage you IT skills –Think things through –Think of all the touch points –Utilize your project management experience
15 © 2002 The Advisory Council. All rights reserved. The Entrepreneur- IT’s All About You First you must believe in yourself –Don’t be afraid of what others think –Believe in yourself (Dave Thomas) –It’s not about failure but lessons learned Build on your CIO and CEO experiences You might not succeed the first time People might forget you Be prepared for the highs and lows Get partners that fill your gaps
16 © 2002 The Advisory Council. All rights reserved. The Entrepreneur- IT’s All About You Be prepared to wear multiple hats You are on your own quite a bit Be open minded and listen to what others are saying Have passion it’s contagious! Investors are buying you more than the idea
17 © 2002 The Advisory Council. All rights reserved. The Entrepreneur Process Test and re-test your idea Prepare a comprehensive business plan and presentation Practice on your friends Find Angel investors if at all possible Try direct contacts with VC’s first –If that doesn’t work, get an investment banker It’s all about valuation when you split the pie The more structure you can create the better
18 © 2002 The Advisory Council. All rights reserved. The Entrepreneur Process Try not to use your own money Get as much as you can on the first round –The VC’s live to get another chance at you Have an exit strategy Don’t take the first deal if possible Be able to support yourself for limited time
19 © 2002 The Advisory Council. All rights reserved. The Entrepreneur Summary Believe in yourself Self discipline is a must Build and utilize your network Listen to feedback from others Be open minded
By Natasha McKenzie How to pitch your idea. Today Introduction to pitching Types of pitch Consider your audience Define your objectives Preparation Delivery.
1 © 2012 The Advisory Council Inc The Advisory Council Transform or Die Seattle TXPEG November 28, 2012.
SUCCESSFUL IN THE INVESTOR’S MIND, WHAT IS A SUCCESSFUL BUSINESS? 1. Positioning: The voice of the customer comes first and you have correctly heard that.
The Funding Process From The Entrepreneur’s Perspective Dan Dykens CEO Norbury Financial Systems, LLC.
What gets our attention?-- First meeting and beyond PRESENTATION:
Invention to Venture The Perfect Business Plan, Slide Show and Elevator Pitch Presented by Tim Hoerr, CEO.
INSTANT ENTREPRENEUR 1. Preparation Ready, Started, Funded 2. Building the business Being different, Getting customers, Getting sales, Getting online,
Company Name Presenter Name Contact Info Sample Template Slides 1 (Elevator Pitch) & 2 (Management Team) are required at the start of the presentation.
EUREKA HTIP Investment Readiness webinar #3 « Communicating with investors (post investment)» Presented By Selma Prodanovic | Serial Entrepreneur and Investor,
By Beth Marcus, Ph.D. June 6, Things are different in Turbulent Times Don’t try to learn on your own nickel Being CEO is not the objective Building.
Gaining Momentum Quickly: Working with Staff, Alumni, Donors, and other Critical Stakeholders Laura J. Steinberg, Dean, College of Engineering & Computer.
Entrepreneurs: Do’s and Don’ts Avimanyu Datta, Ph.D.
The Founding Team A Discussion September Health care that comes to you ® Welcome Introductions & welcome Who is the founding team? 3 points of.
Turning today’s most promising Startups into tomorrow’s most successful businesses How to be a successful Entrepreneur Azhar Rizvi CEO & Director Tech.
The Founding Team A Discussion Ralph C Derrickson President & CEO Managing Member RCollins Group, LLC.
MGMT 3710 Entrepreneurial Foundations Chapter 9 The Business Plan.
Topics for Today’s Program ä Is your company really Selling ? ä Do you differentiate yourself and sell your added value ? ä Are you selling the right people.
Executive Focus 2007 Take Control of Your Career Tools to Jumpstart Your Stalling Career Executive Focus 2007.
Business Plans for Technology Entrepreneurs Eric Cooper November 2001.
Role of Investors in Entrepreneurial Ecosystem Lessons from Silicon Valley Naeem Zafar Faculty member, University of California, Berkeley.
You Don’t Get $1M in Funding with a Half-Baked Business Plan!
Money Day Assess Your Need and Readiness For Venture Capital Content provided by Gazelles Systems Content by Gazelles Systems.
Entrepreneurship I Class #8 VOSG I Business Plan and Finances.
Did YOU Know?!?! Justin Timberlake’s half eaten French toast sold for over $3,000 on eBay! The Mayans found crossed eyes beautiful, while Syrians.
In the classroom Entrepreneurship In the workplace.
C N H | K E Y C L U B | Updated by: Member Relations Committee California-Nevada-Hawaii District | Key Club International August 2013 Presented.
Making the Leap Taking Your Company to the Next Level Business Mentors.
Partner reward – a help or a hindrance to effective business development? Peter Scott Peter Scott Consulting
Is Owning a Business a Good Fit for You?. IS OWNING A BUSINESS A GOOD FIT FOR YOU? 2 Pre-Test Locate the Pre- and Post-Test Form at the back of your workbook.
Being Unstoppable what it takes to succeed in business David Cohen The National Job Fair.
Rivers Capital Partners ltd is authorised and regulated by the Financial Services Authority no: Investment Readiness Jonathan Gold 6 March 2013.
New Supervisor: Skills for Success Kelley School of Business Discussion #85 Carla Letsch.
Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use.
ENTREPRENEURSHIP II Babs Bailey Carryer Spring 2002.
Y O U R B U S I N E S S P L A N. TABLE OF CONTENTS The TEAM Mission Statement Market Summary Opportunities Business Concept Competition Goals and Objectives.
Ernie the Entrepreneur / Owner The middle-aged male who runs his own business, but doesn’t have the time, resources or expertise to develop and manage.
D4 – Ready to Start Utilising Professional Resources.
Funding breakout group Ideafest 3 February Key messages 1 – Paperwork – Too time consuming – Differs by funder – BUT helps crystallise thoughts.
Why Businesses Fail & How To Avoid It Recognizing the Warning Signals Analyzing Your Critical Risks.
Practical IT Research that Drives Measurable Results Establish an Effective IT Steering Committee.
Angel investment & fixed price financing for SMEs Graham Stedman 6 February 2012.
Key Principles for Building Business Success Steve Dunne – Managing Director Savvy Group Jon Peart – Director Savvy Construction.
How to Pitch Angel Investors By Stephen Van Beaver 01/09/14.
Michelle E. Messina, CEO Explora International LLC Tel: Creating and.
360 Security Model Holistic Approach to Security.
So, you want to be an entrepreneur? Vince Kellen March, 2002.
BUILDING A STRONG CAREER NETWORK. I.WHAT IS NETWORKING? II.PROCESS & TOOLS III.DOS & DONTS IV.WHAT TO DO RIGHT NOW? SUMMARY.
Enterpreneurship: Commercializing Technolgies Taking Research from the Lab to the Real World: Is Having a Good Idea Enough? Dorothy H. Air, PhD Associate.
GAINING FINANCIAL SUPPORT FOR AN OPPORTUNITY Session 14.
Copyright 2005 Pacific Technology Ventures Ltd 1. What’s my “elevator pitch”? Explain who your customers are, what their problem is, how you solve it,
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