1. © Center for CIO Leadership 2011 1  The Changing Role of the Public and Private Sector CIO in Creating Connections that Count Harvey Koeppel, Executive Director Center for CIO Leadership

2. © Center for CIO Leadership 2011 2 A global community to provide thought leadership, drive research and education to advance the CIO profession  Founded in October 2007 by IBM  Independent non-profit industry association  Peer community > 2,400 CIO members  Membership in >70 countries, >45 industries  Small, medium and large segments  Private and Public sectors The Center for CIO Leadership

3. © Center for CIO Leadership 2011 3 Research Focus  Define key competencies  Identify gaps Education Focus  Develop content and curricula  Work with academic partners for delivery Web-based Community  Educational content  Peer Directory In-person Events  Salons  Virtual Round-tables Mentor Program The Center for CIO Leadership

4. © Center for CIO Leadership 2011 4 The Center for CIO Leadership > 2,400 Global CIO Members

5. © Center for CIO Leadership 2011 5 Who Are Today’s CIOs? Reporting Structures Relatively unchanged during past few years  the “new normal” is trending towards more CFO/COO reporting Who CIOs Report To Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”

6. © Center for CIO Leadership 2011 6 CIOs believe that they have a clear vision of how IT will drive their business forward There is a gap between their vision and how they believe their colleagues perceive them Who Are Today’s CIOs? Leadership Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”

7. © Center for CIO Leadership 2011 7 CIOs have a seat at the business table yet are still learning how to find their voice Who Are Today’s CIOs? Business Strategy & Process Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”

8. © Center for CIO Leadership 2011 8 CIOs are actively looking for new ways to leverage IT to create sustainable business value and growth They report challenges in securing investment resources to implement their innovation ideas Who Are Today’s CIOs? Innovation & Growth Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”

9. © Center for CIO Leadership 2011 9 CEOs see innovating with customers and partners as a critical competitive differentiator (IBM 2008 Global CEO Survey: Enterprise of the Future) Who Are Today’s CIOs? Innovation & Growth Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”

10. © Center for CIO Leadership 2011 10 Needs are generally well-known with respect to IT Talent planning is an area for further development Delegation remains a critical need for improvement Who Are Today’s CIOs? Organization & Talent Management Center for CIO Leadership, “The CIO Profession: Leaders of Change, Drivers of Innovation”

11. © Center for CIO Leadership 2011 11 Who Are Today’s CIOs? The Outward Focus “Good CIOs try to make their organizations focus outward, not inward. Making your own shop run well, and keeping its costs down and its goals met – those things are necessary, but not sufficient...” Alex Cullen, VP & Research Director Forrester Research, Inc.

12. © Center for CIO Leadership 2011 12 Global economic challenges continue Extremely tight credit environment Financial fragility is very high Competition continues to increase from everywhere The desire for partnerships and collaboration abound Enterprises must do the exceptional to delight the customer The role of government continues to increase The mandate for transparency is everywhere The Journey to Becoming a Business-Savvy CIO The New Normal

13. © Center for CIO Leadership 2011 13 Economic challenges require CIOs to lead in new ways  CIOs have a unique end-to-end view of the business  This perspective places them in a critical seat to lead the organizational shifts required  The shifts are mandating CIOs to balance multiple roles The Business-Savvy CIO has strong business acumen, is a leader in the C-Suite  Makes innovation a practical reality  Creates a strong understanding of the ROI of IT  Expands the business impact and influence of IT The Journey to Becoming a Business-Savvy CIO The CIO Opportunity

14. © Center for CIO Leadership 2011 14 Develop and implement a resource plan to create the right bench strength for your IT organization Enhance your delegation skills and distribute authority to free up your time to deepen business and external partner relationships Work with your C-suite partners to support the enterprise evolution to a more innovative global business model Step up into the role of an enterprise leader who can contribute to generating sustainable business value and growth Go back to the beginning and start again… The Journey to Becoming a Business-Savvy CIO The Business-Savvy CIO Roadmap

15. © Center for CIO Leadership 2011 15 Join the Conversation For more information, visit our site or contact: Harvey Koeppel Executive Director Center for CIO Leadership hkoeppel@cioleadershipcenter.com