it manager 2.0 workshop at enterprise 2.0

IT Manager 2.0

Michael SampsonPrincipal Advisor

Collaboration Success Advisors, Ltd.

Agenda

0900 Outcomes, Approach

0915 Why are you here?0930 IT Manager 2.0 -- Five Issues

1. New Tools 2. From Vendors to Utilities 3. Security 4. Alignment 5. Focus and Intent

1200 So What?

1215 Finish, Lunch

IT Manager 2.0

strategic role

can make an impact within the business

“senior informationexecutive”

CIO

GM of IS

IS Manager

Outcomes

… what 2.0 means for the IT Manager / CIO / senior information executive

… a place and time to discuss these changes

… a personal strategy for responding

Approach

five keyissues

evidence

questions

analysis

summary

1

2

3

4

groupdiscussion exercises

debate

Why are you here?

NameOrganizationGeographyOutcome

Trends

trends

user affinity with and advocacy of specific tools

easy access toother IT tools

cross-organizationalinitiatives / groups

mobility

angst with the“business preventiondepartment”

consumerization of IT

IM, SharePoint, Basecamp

Five Issues for IT Manager 2.0

2.0

new tools

from vendorsto utilities

security

alignment

focus and intent1

2

3

4

5

New Tools

McAfee’s assertion: “fundamentally different …”

SLATES … Search, Links, Authoring, Tags, Extensions, Signals

Eg, Blogs, Wikis, RSS

1

New Tools

1

#1

are they really fundamentallydifferent?

is the techology different or the mode of governance?

what outcomes are critical?

From Vendors to Utilities

“IT is just like a utility provider” (Carr)

For vendors … aggregation of demandExamples:

Hosted CRM Hosted Email Hosted Collaboration

asset service

2

From Vendors to Utilities

organization

vendor

buy sell

ITinstallmanagecustomize

organization

utility

lease provide

IT

vendor

buy sell

ITinstallmanagecustomize

visionoutsourcingprocurement

2

From Vendors to Utilities

IT organizations today must assemble piecemeal components

Utility computing = outsider does it allThree technical trends:

Virtualization (platform agnostic) Grid computing (pooled capacity) Web services (standard interfaces)

2

From Vendors to Utilities

#2

degree of relevance

impact on staffing strategy

impact on innovation

2

“Can my team use Basecamp?”

3

… IT will say: “No”

Security

3

Big Org

PartnerOrg

ClientOrg

SmallOrg

Comp.Orgeveryone inside

everyone everywhere

Security

3

www.michaelsampson.net/2007/02/it_manager_20.html

Security

3

#3

are there real reasons here?

is there a middle ground?

how do we explain the issuesso others “get” it?

4

Alignment

Strategies of the business and IT are alignedAdds value to the businessNot just reacting to the business

Collaborative exploration of optionsTo serve the business vs. IT fiefdom

Balance shared vs. special infrastructure

Alignment

Theory … “alignment is good”

Practice … alignment is difficult

4

IT business

IT

business

4

Alignment

Approaches to forming IT strategy:Collaboration between IT and business Integration of IT and business strategyTechnology-driven business innovationMulti-year planningOpportunities to use emerging tech. IT capabilities of competitors

McKinsey (2007)

4

Alignment

McKinsey (2007)

Alignment

4

#4

is this an issue at your firm?

what does alignment in a 2.0world look like? Does it change anything?

what can you do to make ithappen more fully?

Focus and Intent

CIO as “teacher” and “prophet”Focus …

Business planningFuture thinking

Requires previous success in building a solid IT foundation

5

Norton Nolan Institute (2001)

Focus and Intent

Multiple elements to the job IT strategistFunctional managerBusiness strategistTechnology advocateChange agent

5

Cash and Pearlson (2004)

Focus and Intent

Multiple elements to the job IT strategistFunctional managerBusiness strategistTechnology advocateChange agent

5

Cash and Pearlson (2004)

“… the CIO is actively involved inexploring new business opportunities,

in advising line managers on how to launch IT-dependent business

ventures, and in defining priorities for fundamental organizational

transformation.”

Focus and Intent

1. Outsourcing; impact on innovation

2. Software development practices

3. Customers

4. Service-Oriented Architecture

5. Consumer IT impact on enterprise

6. CIO reporting relationships

5

CIO 100 Symposium (2006)

six issues

Focus and Intent

“ … the CIO has to think and talk like a business person”

Dual planning horizonsShort-term … Quarterly Long-term … Multiple years

Communicate across the enterpriseHang out with CxO peers

5

Gartner (2007)

Focus and Intent

Leadership … for IT and businesEnvision new opportunitiesConvince and energize CxO peersNegotiate for resources

5

CMP Business Innovation (2007)

Focus and Intent

5

#5

where does your time go today?

what’s the most importantcontribution you could make?

how does your agenda needto change?

So What?

1

2

3

Thank You!

Michael Sampsonmichael.sampson@collaborationsuccess.com

Principal Advisor, Collaboration Success Advisors, Ltd.www.collaborationsuccess.com

www.michaelsampson.net

(happy to discuss further; I’m here all day)