Showing posts with label Chief Information Officer. Show all posts
Showing posts with label Chief Information Officer. Show all posts

June 6, 2013

Charting Your Course


New article here by Andy Blumenthal in Public CIO Magazine called "Using Enterprise and Personal Architecture To Chart Your Course." 

"As a leader, one of your primary jobs is to bring a coherent, rousing vision and strategy to the organization and execute it to keep the organization relevant -- that is enterprise architecture."

Hope you enjoy!

Andy

(Source Photo: Andy Blumenthal)
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March 7, 2012

The Meaning of CIO Squared

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An article in CIO Magazine (1 March 2012) describes the term "CIO Squared" as "the combination of chief information officer and chief innovation officer," and goes on to provide examples of CIOs that are both of these. 

While I respect this definition of the term and think innovation is certainly critical to the success of any CIO, and for that matter any organization in our times, I have been writing a column called CIO Squared for a couple of year now in Public CIO magazine and have other thoughts about what this really means. 

Moreover, I think the article in CIO missed the point of what "squared" really implies. 

Like the notion that 1+1=3, CIO Squared is a concept that the CIO is not just multi-faceted and -talented (that would be 1+1=2), but rather that the CIO integrates multiple facets and roles and synergizes these so that they have an impact greater than the sum of the parts (i.e. 1+1=3). 

I see the CIO Squared fulfilling its potential in a couple of major ways:

- Firstly, many organizations have both a Chief Information Officer and a Chief Technology Officer--they break the "Information Technology" concept and responsibility down into its components and make them the responsibility of two different people or different roles in the organization. One is responsible for the information needs of the business and the other brings the technology solutions to bear on this.  

However, I believe that fundamentally, a truly successful CIO needs to be able to bridge both of these functions and wear both hats and to wear them well. The CIO should be able to work with the business to define and moreover envision their future needs to remain competitive and differentiated (that's the innovation piece), but at the same time be able to work towards fulfilling those needs with technology and other solutions. 

Therefore, the role split between the CIO as the "business guy" and the CTO as the "technology whiz" has to merge at some point back into an executive that speaks both languages and can execute on these.  

That does not mean that the CIO is a one-man team--quite the contrary, the CIO has the support and team that can plan and manage to both, but the CIO should remain the leader--the point of the spear--for both.  

Another way to think of this is that CIO Squared is another name for Chief Information Technology Officer (CITO). 

- A second notion of CIO Squared that I had when putting that moniker out there for my column was that the CIO represents two other roles as well--on one hand, he/she is a consummate professional and business person dedicated to the mission and serving it's customer and stakeholders, and on the other hand, the CIO needs to be a "mensch"--a decent human being with integrity, empathy, and caring for others.  

This notion of a CIO or for that matter any CXO--Chief Executive Officer or the "X" representing any C-suite officer (CEO, COO, CFO, CHCO, etc.)--needs to be dual-hatted, where they perform highly for the organization delivering mission results, but simultaneously do so keeping in mind the impact on people and what is ultimately good and righteous.

Therefore, the CIO Squared is one who can encompass both business and technology roles and synthesize these for the strategic benefit of the organization, but also one who is mission-focused and maintains integrity and oneness with his people and G-d above who watches all. 

(Source Photo: Andy Blumenthal)

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May 25, 2010

CIOs, Earning The Right To Peer Parity

There are a lot of jokes about being a CIO—it is one of the toughest professional level jobs and has a high turnover rate (average is barely 24 months according to Public CIO Magazine 2009)—hence the moniker “Career Is Over.”

Depending on the organization, CIO’s may be up against a host of daunting challenges—the fast pace of technological change, an organizational culture that can’t or doesn’t want to keep up, resource constraints, inflated expectations, vague requirements, and shifting priorities.

On top of these, the CIO is typically last in the executive pecking order, and so carries less authority than his/her peers. This is the subject of an article in the Wall Street Journal, 24 May 2010, called “Why CIOs Are Last Among Equals.”

According to the article, “most CIOs don’t have the broad business understanding, strategic vision and interpersonal skills that it takes to runs a company.”

The authors call out the following common CIO deficiencies:

  1. Leadership—“Too many CIOs and IT managers fail to take the lead in determining how technology can help the company,” instead relying on those outside the IT department.
  2. Strategic Thinking—“IT managers are seriously deficient in their knowledge of strategy,” most can’t articulate their organizations or IT’s strategy, “and (they) don’t appreciate the importance of strategy in guiding both long-term and short-term actions.”
  3. Communication Skills—“IT people don’t communicate effectively due to the absence of good questioning, listening, and sales skills.”
  4. Influence Skills—“Most CIOs are not good at marketing themselves and their IT organizations…[they] need to be out in front of every major technology, educating their senior corporate team on what it does and what it means for the company.”
  5. Relationship Skills—“IT managers know what characterizes strong relationships, but lack the skills to build such relationships at work.”

While, of course, these deficiencies do not apply to all CIOs—i.e. they are generalities—they are indicative of where as a profession IT and leadership need to focus on and look for ongoing improvement.

Clearly, IT leaders must be not only experts in the technology and operations, but must become true strategic leaders of the organization, able to formulate a way-ahead, articulate it, build consensus around it, and drive it to a successful execution. Keeping the proverbial IT “lights on” is no longer a viable CIO option.

What got us into this situation?

In my opinion, the notion of promoting for technical skills alone is mistaken. Rather, we need a holistic approach that emphasizes what I call “The Total CIO,” which is broad-based and includes the people, process, AND technology skills to truly see the big picture, and know how to drive real change.

While technology operations is critical for keeping our organizations running, they must be supported by strategic IT functions, such as those that I have called for in “The CIO Support Services Framework” including: enterprise architecture, IT governance, project management, customer relationship management, IT security, and performance management.

I believe that the leadership skills of “The Total CIO” and the strategic support functions of “The CIO Support Services Framework” will drive us to successfully progress our organizations, “earn our daily keep,” and achieve the right to peer parity based on executive skills and competencies that are expected and necessary.


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May 4, 2010

CIO Ones To Watch Award


Really grateful to be honored this week by CIO Magazine with 2010 "Ones To Watch Award."

Also, met some tremendously smart, talented, and nice people at the conference and award dinner.

Among them--CIA, Special Forces, Fortune 500 CIOs, Social Networking Guru, Prior Professional Kite Flyer, and many others.
Congratulations to all the awardees!

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September 30, 2009

Conflict Management and Enterprise Architecture

What is conflict?

In the book Images of Organization by Gareth Morgan, the author states “Conflict arises whenever interests collide…whatever the reason, and whatever form it takes, its source rests in some perceived or real divergence of interests.”


Why does conflict occur?


Morgan continues: “People must collaborate in pursuit of a common task, yet are often pitted against each other in competition for limited resources, status, and career advancement.”


How does conflict manifest?


The conflicting dimensions of organization are most clearly symbolized in the hierarchical organization chart, which is both a system of cooperation, in that it reflects a rational subdivision of tasks, and a career ladder up which people are motivated to climb. The fact is there are more jobs at the bottom than at the top means that competition for the top places is likely to be keen, and that in any career race there are likely to be far fewer winners than losers.”


How does User-centric EA help Manage Conflict?


Enterprise architecture is a tool for resolving organizational conflict. EA does this in a couple of major ways:

  1. Information Transparency: EA makes business and technical information transparent in the organization. And as they say, “information is power”, so by providing information to everyone, EA becomes a ‘great equalizer’—making information equally available to those throughout the organization. Additionally, by people having information, they can better resolve conflict through informed decision-making.
  2. Governance: EA provides for governance. According to Wikipedia, “governance develops and manages consistent, cohesive policies, processes and decision-rights for a given area of responsibility.” As such, governance provides a mechanism to resolve conflicts, in an orderly fashion. For example, an IT Investment Review Board and supporting EA Review Board enables a decision process for authorizing, allocating, and prioritizing new IT investments, an otherwise highly contentious area for many sponsors and stakeholders in the organization.

Conflict is inevitable; however, EA can provide both information and governance to help manage and resolve conflict.


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August 30, 2008

A Federal CIO / CTO

Should the U.S. federal government have a Chief Information Officer (CIO) and/or a Chief Technology Officer?

“The chief information officer (CIO) is a job title for the board level head of information technology within an organization. The CIO typically reports to the chief executive officer.”

“A chief technology officer (CTO) is an executive position whose holder is focused on scientific and technical issues within an organization.”

“In some companies, the CTO is just like a CIO. In still others, the CIO reports to the CTO. And there are also CTOs who work in IT departments and report to the CIO. In such a situation where CTO reports to the CIO, the CTO often handles the most technical details of the IT products and their implementation. Despite the diversity of approaches to the CTO role, this IT department executive is increasingly becoming the organization’s senior technologist, responsible for overseeing current technology assets, and more important, for developing a technology vision for the business.” (Wikipedia)

For the purpose of this blog, I will use the terms synonymously.

In the federal government today, we do not actually have a federal CIO or CTO. The closest thing we do have to it is the Administrator for the Office of E-Government and Information Technology in the Office of Management and Budget (OMB). Within that office, we also have a chief architect.

MIT Technology Review, September/October 2008 has an interview by Kate Greene with Mitch Kapor, the founder of Lotus, founding chair of Mozilla, and a board member of Linden Research who advocates for a federal CTO.

Here’s why Kapor thinks we need a federal CTO:

The government needs cohesive technology practices and policies…tech is intertwined with virtually everything. You can’t talk about homeland security or education or energy without it being in large part a conversation about technology. The president will be well served if policy making is done in a more technologically sophisticated way.”

What are some policies the federal CTO would champion?

  • Ubiquitous and affordable broadband deployment
  • Tech policies that stimulate innovation in the economy are very important, because innovation is the engine of growth.”
  • Net neutrality is also a huge issue in ensuring the Internet isn’t controlled by the people who own the wires, because that us just going to impede innovation.”

While I believe that this is a good start, there are so many other areas that could benefit, such as—

  • Information sharing and data quality
  • Interoperability and component reuse
  • Standardization and simplification of our infrastructure
  • Beefing up our IT security
  • linking resources to results (i.e. driving performance outcomes and having our business and mission drive technology rather than doing technology for technology’s sake)
  • And of course, overall enterprise architecture planning and IT governance.

Overall, Kapor says “The advantage of a CTO is that there can be coordination. There’s a ton of work that goes on within different agencies: there needs to be someone to identify the best ways of doing things and some common practices.”

In the federal government, we do have the federal CIO Council to help coordinate and identify best practices, but the role that Kapor envisions is more of a visionary, leadership role that will truly drive the technology of our government and “lead by influence and not by command.”

As we enter the last few months before the presidential election of 2008, perhaps it is a good time to think not only about the next Commander In Chief, but also about the leadership role(s) of tomorrow—such as a federal CIO/CTO—that will be necessary for maintaining and solidifying our nation’s technological superiority for now and the future.


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July 18, 2008

To Be A CIO and Enterprise Architecture

Public CIO Magazine, June/July 2008, has some interesting articles on what it takes to be a next generation CIO (and many of these have to do with enterprise architecture).

Here are some tips (adapted from Public CIO):

  • Develop your EA and IT Governance Capabilities—one of the first moves of Michael Locatis, the CIO of Colorado, was “hiring an enterprise architecture team leader and the development of new governance structures.” This is critical in effectively planning and change managing the consolidation of IT. In Colorado it means uniting “20 disparate IT departments into a single citywide Technology Services Division.”
  • Be a strategist—Liza Massey, CEO of The CIO collaborative, a Las Vegas-based consultancy believes that a “CIO needs to make the leap from being a technologist to being a strategist [what EA planning is all about!]…’you have to be seen as a peer working for the good of the organization, not as the chief geek.’” She says, “if you know the version number of the operating system running on your mainframe, you’re probably not a CIO.”
  • Understand that mission drives technology—Pat Schambach, retired CIO of the Secret Service, ATF, and the TSA said “it was his ability to understand his organization’s business imperatives that made him CIO material.” Pat states about the Service, “they wanted someone who knew the mission well and could bring technology to bear against that mission.” Again, this is good EA and IT governance in practice: where business drives technology and not doing technology for technology’s sake.
  • Focus on business processes—Vivek Kundra, the CTO of Washington DC believes that “The key is to focus on the business process.” He stated, “My approach is to go after the core of the problem, to look at how the employees do their jobs and then look for how we can affect change.” Again, this is EA synthesizing business and technology to satisfy mission and end-user needs and requirements.
  • “Behave like an enterprise”—Dave Wennergren, Deputy CIO for the Department of Defense and prior CIO of the Navy, said “we have to behave like an enterprise. We don’t need 50 smart card solutions or 50 collaboration tools.” He believes “the enterprise can be responsible for tools everyone uses, freeing up agency developers to work on tools specific to their needs.” In other words, we can leverage enterprise architecture and IT governance to develop enterprise solutions that are cost effective and efficient, but at the same time remain nimble in meeting niche or localized needs.
  • Be able to translate business to technology and vice versa—Alan Shark, executive director for the Public Technology Institute said, “I’m seeing a big shift from issues that were purely technology to issues have much more to do with IT governance and leadership—being a translator between the technologists who work in the trenches and the politicians or the [higher-level] people who just want to hear the facts.” Again, EA plays a critical role here in synthesizing business and technology to enable better IT decision making for the mission/business.
  • Leadership skills—In the latest survey of the National Association of State CIOs, the traits that rose to the top for CIO success: “communication skills, negotiation skills, being able to collaborate and work across the agencies, to work with their executive team.” Laura Fucci, the CIO of Clark County Nevada (home to the Las Vegas strip) echoes these sentiments for a CIO and talks in terms of team building [and networking], being a consensus builder, improving customer service (ITIL), studying metrics, and good project management.

A few other traits worth mentioning from David Wennergren, from DoD, is continuous learning and studying and driving best practices. This again ties strongly to enterprise architecture which builds the target architecture, transition plan, and IT strategic plan, bringing together the best practices from inside and outside the organization to move it steadily forward.

Clearly, the enterprise architecture is the foundation for a successful CIO and the organization he/she serves.


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December 9, 2007

Master of Paradox and the Enterprise Architect

As enterprise architects, we need to have clarity of vision to see what is and to chart a way ahead for the organization. Yet, we live amidst polarities and paradoxes, which are challenges for every enterprise architect to see through.

In the book The Empty Raincoat, by Charles Handy, the author identifies nine paradoxes that we need not only be aware of, but also be focused on, so that we can find a better way forward for ourselves, our enterprises, and society.

Here are the top six paradoxes (of nine) of our time:

  1. Intelligence—“brains are replacing brawn…knowledge and know-how is the new source of wealth, [yet] it is impossible to give people intelligence by decree, to redistribute it. It is not even possible to leave it to your children when you die…It is not possible to take this new form of intelligence away from anyone. Intelligence is sticky…nor is it possible to own someone else’s intelligence…It is hard to prevent the brains walking out the door if they want to…intelligence is a leaky form of property. [Finally,] intelligence tends to go where intelligence is. Well educated people give their families good education.”
  2. Work—“some have work and money, but too little time, while others have all he time, but no work and no money…we also use money as the measure of efficiency. Our organizations, therefore want the most work for the least money while individuals typically want the most money for the least work.”
  3. Productivity—“productivity means ever more and ever better work from ever fewer people…as more and more people get pushed out or leave organizations…[they] do for themselves, what they used to pay others to do for them.” In a sense the newly unemployed stifle market demand and further growth.
  4. Time—“we never seem to have enough time, yet there has never been so much time available to us. We live longer and we use less time to make and do things as we get more efficient…[yet] we have created an insidious cycle of work and spend, as people increasing look to consumption to give satisfaction and even meaning to their lives.”
  5. Riches—“economic growth depends, ultimately, on more and more people wanting more and more and more things…If , however, we look only at the rich societies, we see them producing fewer babies every year and living longer. Fewer babies mean fewer customers, eventually, while living longer lives mean, usually poorer and more choosy customers.”
  6. Organizations—“more than ever, they need to be global and local at the same time, to be small in some ways but big in others, to be centralized some of the time and decentralized most of it. They expect their workers to be more autonomous and more of a team, their managers to be more delegating and more controlling…they have to be planned yet flexible, be differentiated and integrated at the same time, be mass-marketers while catering for many niches, they must introduce new technology, but allow workers to be masters of their own destiny; they must find ways to get variety and quality and fashion, and all at low-cost.”

Can we as enterprise architects ever resolve these paradoxes?

While, we cannot resolve the polarities of society, we can find ways to balance them, move between the extremes “intelligently,” as appropriate for the situation, and search for better way to adapt. We do this not only to survive, but to help our organizations and society thrive in spite of the paradoxes. “Life will never be easy, nor perfectible, nor completely predictable. It will be best understood backwards [20-20 hindsight], but we have to live it forwards. To make it livable, at all levels, we have to learn to use paradoxes, to balance the contradictions and the inconsistencies and to use them as an invitation to find a better way.”

So as architects what specifically can we do?

As architects, we are advisors to the Chief Information Officer (from a technology-business alignment perspective), Chief Financial Officer (from an IT investment perspective), and to the Chief Procurement Officer and Line of Business Program Managers (from an IT execution standpoint) and other organizational decision-makers. In this advisory role, we can help point out the polarities and paradoxes that may be driving the organization one way or the other, or actually in a conflicting, bi-directional manner. As advisors, we can highlight gaps, redundancies, inefficiencies, and opportunities and suggest ways to improve or capitalize on this. But most importantly of all, by having a structured way of thinking about IT planning and governance, we can provide a perspective to the organization that may otherwise be neglected or trashed (in favor of operations), and we can provide clarity to the organization in terms of planning and governance processes, when the organization may otherwise just be blowing around in the wind of universal contention.

"There are kings [executives] and there are prophets [architects]...the kings have the power and the prophets have the principles...but every king needs his prophet, to help him, and increasingly her, keep a clear head amidst all the confusions...prophets in spite of their name, do not foretell the future. No one can do that...What prophets can do is tell the truth as they see it."
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November 30, 2007

IT Investment Reviews and Enterprise Architecture

To manage IT, you’ve got to have investment reviews, but when is it too much or not effective?

There are a number of executives (CXO’s) with a stake in the success of IT projects and a responsibility to review and manage them:

  1. Chief Financial Officer (CFO)— is interested in the investment’s alignment to the mission and its return on investment
  2. Chief Information Officer (CIO)—looks at IT projects in terms of technical alignment and compliance with the enterprise architecture, systems development life cycle, IT security, and other areas like privacy, accessibility, records management, and so on
  3. Chief Procurement Officer (CPO)—reviews projects for contractual issues to protect the organization and ensure that “it gets what it’s paying for”
  4. Line of Business (LOB) Program Officials—must review projects in terms of their project management and to control cost, schedule, and performance and ensure that the organization “controls” its investments

Usually, each of these executives has boards to carry out these review functions, and they are redundant, inefficient and drive the end-user crazy answering questions and checklists.

Part of the problem is that the executives and their review boards do not limit themselves to reviewing just their particular domains, but look across the management areas. So for example, EA often not only looks at technical alignment, but also will review business alignment and performance measures.

Moreover, not only are the review boards’ functionality often redundant between CXO’s, but even within the domain of a CXO, there will be duplicative review efforts such as between EA, SDLC, and IT security reviews.

Additionally, when an organizational component of an organization needs to conduct these reviews at their level and then again all the same reviews at a higher overall organization level, then the already inefficient review process is now doubly so.

In the end, with all the requisite reviews, innovation gets stifled, projects hamstrung, and the end-user frustrated and looking to circumvent the whole darn thing.

Obviously, you must review and establish checks and balances on IT investments, especially with the historical trends of people spending extravagantly and wastefully on IT solutions that were non-standard, not secure, not interoperable, did not meet user requirements, were over-budget, and behind schedule.

The key from a User-centric EA perspective is to balance the needs for governance, oversight, and compliance with helping and servicing the end-user, so they can meet mission needs, develop innovative solutions, and manage with limited resources. Asking users the same or similar checklist questions is not only annoying, but a waste of valuable resources, and a great way to spark an end-user revolt!

Remember it’s a fine line between EA and governance showing value to the organization and becoming a nuisance and a hindrance to progress.


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October 26, 2007

CIO and Enterprise Architecture

The Chief Information Officer (CIO) is the executive in charge of information technology in an organization. All information systems design, development, operations & maintenance, datacenter and support operations fall under CIO jurisdiction. Increasingly, CIOs are involved in creating business and e-business opportunities through information technology. Collaborating with other executives, CIOs are often working at the core of business development within the organization. (adapted from PCMAG.COM)

From this definition, we see two important roles for the CIO.

  1. Operations—the CIO is responsible for the IT operations of the organization (systems, datacenter, and so on).
  2. Strategy—the CIO plays a critical role in strategy and architecture (business and e-business opportunities).

In short, we can summarize the role of the CIO as follows:

CIO = Strategy + Operations

While the CIO has traditionally managed IT operations, we can see the CIO’s role and responsibility expanding more and more into strategy and architecture. Here are some other examples of this:

• “Typically, a CIO is involved with analyzing and reworking existing business processes, with identifying and developing the capability to use new tools, with reshaping the enterprise's physical infrastructure and network access, and with identifying and exploiting the enterprise's knowledge resources. Many CIOs head the enterprise's efforts to integrate the Internet and the World Wide Web into both its long-term strategy and its immediate business plans.” (TechTarget.Com)

• “The Chief Information Officer of an executive agency shall be responsible for…developing, maintaining, and facilitating the implementation of a sound and integrated information technology architecture for the executive agency”. (Clinger-Cohen Act).

More and more, we see the CIO focusing on architecture and the overall policy and planning of IT, while the Chief Technology Officer (CTO) handles day-to-day IT operations.

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October 21, 2007

Circumventing the CIO—What’s the Harm?

One of the most difficult challenges we face as enterprise architects is when end-users don’t ask permission, but instead ask forgiveness.

The typical scenario is that a division or unit or group of end-users decides to go out and purchase some new IT widget, gadget, or system without going through the CIO shop. (I know this shouldn’t happen if the CIO controls the IT funding, but even then someone always finds some money squirreled away and decides to use it for something they weren’t supposed to or in some cases even bypasses the money channels altogether, getting a freebie from a eager vendor looking to build or test some new capabilities to sell later to other customers).

Well, where’s the harm?

Oh my G-d, where should I start…

Innovation from the field and operators is great, but bypassing the CIO shop circumvents the structured processes and good governance that is in place to ensure projects succeed. Without these mechanisms, IT project can be at tremendous risk:

  1. Business Case—Without a business case, the justification for the IT project was never made, return on investment not calculated, alternatives not considered, and the best course ahead not properly laid.
  2. Investment Review Board—Without IRB vetting, the senior-level sponsorship has not been solidified, the project has not been authorized, and its priority has not been set with respect to other, maybe more critical, projects that the enterprise needs; further, the project may not have adequate life cycle funding; additionally, the project is likely not being ongoingly monitored and managed by leadership and enterprise subject matter experts for cost, schedule, and performance.
  3. Enterprise Architecture Review—Without an EA technical review, the IT project may align with the target architecture and transition plan, may not be interoperable with other systems, may not meet enterprise technical standards, may overload or be incompatible with existing infrastructure, may be duplicative of other investments, may not be the best or most cost-effective technical solution, may not meet various legal, regulatory, and other compliance requirements.
  4. System Development Life Cycle—Without following a defined, repeatable, and measureable SDLC process, the project risks failure by not having adequate and documented planning and requirements, design, development, testing, implementation, training, operation and maintenance, and disposition.
  5. Project Management Plan—Without a project management plan, projects are at risks for being mismanaged, having cost-overruns, schedule delays, and quality problems.
  6. IT Security Plan—Without an IT security plan, the project is at risk in terms of the confidentiality, integrity, availability, and privacy of the information.

No question, from an end-users perspective, there are quite a few hurdles to go through in implementing a new IT project. An if we’re honest with ourselves, the process can be onerous. Therefore, the CIO and his staff needs to work to streamline the processes, integrate them, provide the users with job aids and excellent customer support. Additionally, there should be a quick pass process for getting those “emergency” (must have now) projects through quickly (although not any less comprehensively).

The key is to balance the needs of the enterprise (ensuring mission execution and sound stewardship of enterprise resources), end-users (supporting innovation and operators ability to do their jobs successfully and safely), and customers or citizens (bringing new products or services to market quickly, reliably, and at high quality levels). To do this we have to balance the necessary processes and governance to ensure IT projects’ success with the imperative to foster innovation and deliver quality and speedily to market.

So as an enterprise architect, what do you do when a end-user asks forgiveness, instead of permission?


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August 4, 2007

Is Strategy or Operations King?

Strategy (read EA) and operations are two sides of the same coin — both ultimately seek to provide service and support to the end-user — and both are critical to making IT “work” as a functional whole.

In the Wall Street Journal, July 30, 2007, a number of prominent CIOs weigh in on the future of these two facets of IT.

Frank Modruson, the CIO of Accenture, predicts that within ten years, “you will see CIOs focus even more on strategy, whereas operations will be industrialized and outsourced…”

Similarly, Steve Squeri, the CIO of American Express, foresees that “the days of tech leaders as relationship managers and ‘order takers’ will go by the wayside… technical architecture will become a core function of IT departments.”

Both CIOs provide compelling visions of strategy and architecture playing an ever more central role in the enterprise for meeting business needs.

Do you agree with their visions? How important is EA in your organizations?


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July 31, 2007

Where does EA belong in the enterprise?

Typically, EA is a program situated under the Chief Information Officer (CIO) i.e. in the Information Technology department. However, to maximize its effect on the end-user, EA should be elevated to a strategic mission-business functional area of the organization, for example under the Chief of Staff or similar such prominent function.

EA should be elevated in the organization because generally, it will have more impact for the benefit of the end-users, which is what user-centric EA is all about. It will have more impact because:

  • It will be easier to capture and analyze information in the organization, because EA has a broader mandate and vantage point from which to conduct its activities.
  • It will have the ears of executive management and therefore be in a better position to implement its recommendations and plans.
  • It will be better able to synthesize business and IT information, because it will be functionally independent and will not be seen as biased or simply an extension of the CIO.
  • It will be able to focus on identifying the information requirements from the business side of the house and to drive technology solutions from the IT side.
  • Business will drive technology (rather than investing in new technologies for their own sake i.e. because they are new and “cool”), and therefore IT investments will align with business outcomes and improved organizational performance.

What do you think ─ should EA be part of the “IT shop” or should it be somewhere else in the organization?


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