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TRANSCRIPT
Agenda
Boston University
Executive Leadership Center
Our Distinctive Competencies
The Role of the CIO in the Networked Government
Q & A
Boston University
• 4th
Largest Independent University in U.S.
• 5th
Largest Research University in U.S.
• Largest
international
population
in
New
England
and
largest
number
of
students
studying abroad.
• Student
body
is
over
32,000
from
all
50
states & over 130 nations.
• Over 8,000 employees, approximately 3,000
of whom are faculty.
• With 3,000 students, SMG has 9% of the University’s
students. International students comprise 9.4% of
the SMG student body.
• Enrollment: Undergraduates –
1600
Master’s Candidates –
1160
Executive MBAs – 78DBA Candidates – 45
• Our custom executive education programs are now
ranked 3rd nationally and 8th worldwide by
Financial Times.
School of Management & Executive Education
The Executive Leadership Center
The Executive Leadership Center occupies the entire fourth floor
of the Rafik
B. Hariri
building at Boston University’s School of Management. It has been built to accommodate
today’s professionals, with design promoting comfort, teamwork, and technological
innovation. The facility offers state of the art technology including multimedia classrooms,
wireless laptop capabilities, and fully equipped breakout rooms ideal for teaming and work
groups.
On‐site Features:•7 corporate seminar rooms (6 tiered and one flat). •designed to support and enhance the executive learning experience. •12 breakout rooms, with computers and materials to support teams
and work group sessions. •Specially appointed executive lounges and reception areas. •Executive dining room with an in‐house chef. •Exceptional technological infrastructure, giving students and faculty
access to the latest tools shaping the global marketplace.
Global Partnerships
Boston University’s research and global development has built a strong base of partners around the world
with whom we currently work, or have an ongoing relationship. A sample list includes:
•AT & T•Bank of America•Biogen•Boston Scientific•British Petroleum •Cardinal Health, Inc.•CIO Magazine •Compaq•CPA Nord Lille •Ericsson•Genzyme•Hanover Insurance •Hewlett Packard•iBasis•IBM
• John Hancock Signature Services• Lexington Insurance • LG• Munich Business School • National Grid• Nokia • Pitney Bowes• ProMutual
Insurance • Raytheon• SK Energy• State Street• University of Oslo• Verizon• Wuerzburg
University
Distinctive Competencies •Deep CIO Knowledge. •Co‐creation of Curriculum with Clients.•Innovative Educational Approaches.•Global Partnerships.
Core Strengths•Formation of strategic alliances, resulting in action plans.•Custom‐designed curriculum to build knowledge and skills. •Continuous application of development experiences.•Measurement of educational results, and behavioral and
performance impact on organizations.•Use “real”
instructional material not “theoretical”. •Extend the “learning program”
into the job.
Partnership with CIO Magazine
CIO Magazine is published by CXO Media, a subsidiary of International Data Group
(IDG), the world's leading technology media, research and event company. Based on a
shared commitment to excellence in CIO executive education, Boston University School
of Management has partnered with CIO.com and developed a week‐long CIO Pocket
MBA program. This one‐week residential program takes place at Boston University’s
renowned Executive Leadership Center. For the last 5 years, the program has attracted
more than 400 CIOs from Egypt, Hungary, Iceland, Korea, Malaysia, Netherlands,
Republic of Ireland, Russia, Spain, Sweden, United Kingdom and the United States.
Deep CIO Knowledge
CIO Programs Delivered by BU Around the World
Deep CIO Knowledge
For the last 3 years, we have run 21 open‐enrollment and custom programs
for 527 CIOs around the world. Sample programs we run abroad are:
The European CIO Pocket MBA The CIO Pocket MBA in China The Role of the CIO in the Networked Government –
Saudi Arabia The Role of the CIO in the Networked Government –
Brunei The Role of the CIO in the Networked Government –
Qatar
The Role of the CIO in the Networked Government
• To examine the implementation of a large‐scale technology
introduction in a complex organization.
• To determine the degree to which these implementation issues are
similar to those faced in the governmental organizations.
• To engage in an open discussion about the leadership role of the
CIO in
the government sector.
• To introduce the concept of innovation in the public sector.
Sunday Monday Tuesday
12‐Jun 13‐Jun 14‐Jun
8:00 am ‐ 12:00 pm 8:00 am ‐ 12:00 pm 8:00 am ‐ 12:00 pm
Professor N. Venkatraman Professor N. Venkatraman Professor N. VenkatramanProfessor Michael Lawson
1:00 pm ‐ 3:00 pm 1:00 pm ‐ 3:00 pm 1:00 pm ‐ 2:00 pm
Toward a Successful Implementation
Professor N. VenkatramanProfessor Michael Lawson Professor Michael Lawson Professor Michael Lawson
2:00 pm ‐ 3:00 pmSession Wrap‐up
The Role of the CIO in the Networked Government
Boston University School of ManagementJune 12 ‐ 14, 2011
Program Agenda At‐a‐Glance
BREAKFAST
The Networked Era: Opportunities and Challenges for the CIO
From Productivity to Transformation: the Role of the CIO
Defining the IT Enabled Initiative for Qatar Government
LUNCH
The Networked Economy and Organizational Transformation
The Public Sector CIO: Leading Change, Implementation and Alignment
Sample Program Agenda
Program Description Session Description
The Networked Era:
Opportunities and
Challenges for the CIO
The networked era has changed the rules of the game leading to greater innovation than ever before and a wide array of
economic, technological, political and social disruptions that are both opportunities and threats. This session explores the
complex global business challenges that have been created by this new competitive environment and asks the central
question, “How might the future unfold?”
The Networked Economy
and Organizational
Transformation
The role of the CIO is becoming more important than ever; it is no longer just about managing the information
technology infrastructure, but rather about architecting the business strategy and organization for the information age. It
is essential that CIOs understand the fundamental link between IT functions and the overall functions of the organization.
In this session we will explore the role of capability platforms
as a means of achieving new ways of working.
From Productivity to
Transformation: the Role
of CIO
The new edge organization is characterized by highly distributed, self‐synchronized work processes. And yet, creating
shared values and a shared strategic intent remains as a requirement for sustained organizational success. This session
will pay particular attention to the challenges of realigning the organizational structure in order to respond national goals
and the obstacles that such internal transformation may encounter. It also asks the fundamental question, “What
opportunities are created as a result of both internal and external disruptions?”
The Public Sector CIO:
Leading Change,
Implementation, and
Alignment
In this session we focus on how the public CIO can innovate in ways that evolve with changes in economic, global and
technical forces. We examine issues of risk assessment and the innovation process and look at the operational, financial
and human side of sustaining real innovation in the organization.
Defining the IT Enabled
Initiative for Qatar
Government
In this session, we will discuss the specific implications of the network‐era ideas in the Qatar’s context with a define
project for each participant. We will explore opportunities and challenges they pose for the role of CIOs. Finally,
participants will identify the biggest impediments to change and
discuss the ways in which they can provide the
necessary leadership.
Toward a Successful
ImplementationAs a culmination of this 3‐day program, we will lay the foundation for post‐program activities. Participants will discuss
their own IT enabled initiatives and develop the ‘follow‐up’
strategies to begin the initiative’s implementation.
Government
Vision
Government
Vision
I.T or Digital
Vision
I.T or Digital
Vision
Shaping
Supporting
Our Overarching Alignment Framework
Today Future Today Future
The Network Era:
Opportunities and Challenges for the CIO
Role of Government in the Digital, Network Era (1): Government BusinessGovernment Citizens
Role of Government in the Digital, Network Era (1): Government BusinessGovernment Citizens
Role of Government in the Digital, Network Era (2): Mobile WebSocial WebMedia WebRealtime WebMachine Web
Role of Government in the Digital, Network Era (2): Mobile WebSocial WebMedia WebRealtime WebMachine Web
11
22
B2BB2B B2CB2C
C2BC2B C2CC2C
Government’s View Introduces Additional Relationships
Business
Business Consumer/Citizen
Consumer/Citizen
B2GB2G
C2GC2G
G2BG2B G2CG2CG2GG2G
Government
Government
5 billion mobile subscriptions 5 billion smartphones in 5 yearsPrimary gateway to access information, communicate and connect with othersWhat ‘apps’
are developed and deployed? What’s the roadmap?How to engage citizens in the design and development of mobile apps?
5 billion mobile subscriptions 5 billion smartphones in 5 yearsPrimary gateway to access information, communicate and connect with othersWhat ‘apps’
are developed and deployed? What’s the roadmap?How to engage citizens in the design and development of mobile apps?
Rise of Social Web with Facebook, Google +, LinkedIn and others Rapid shift in how people connect and interact with others on Social WebWhat social web ‘apps’
are developed and deployed? What’s the roadmap?How to engage citizens in the design and development of social web apps?
Rise of YouTube as media web Role of media web to access news and information as well as share mediaWhat media web ‘apps’
are developed and deployed? What’s the roadmap?How to engage citizens in the design and deployment of media web
apps?
Rise of Twitter as real‐time web Role of real‐time web to communicate and access news and information What real‐time web ‘apps’
are developed and deployed? What’s the roadmap?How to engage citizens in the design and deployment of real‐time web apps?
Emergence of smarter digital infrastructure Role of connected machines, devices and applicationsHow should we design and deploy next‐generation “Internet of Things”?How can we create efficiency and effectiveness with machine web for our country?
Innovation
Implementation
Governmental
Agencies CIOs
Investment
Center
Growth
Center
Cost
Center
Service
Center
Innovation
Implementation
Governmental
Agencies CIOs
Investment
Center
Growth
Center
Cost
Center
Service
Center
Below versus Above the LineMandateInvestmentsSkills & CompetenciesProcessesSourcing RelationshipsPerformance Scorecard
Our Pedagogical Approach
Discussions led by faculty; not
just one‐way lectures or
presentations
Interplay between private and public sector because
citizens are also consumers
Application exercises
Action‐oriented
Mastery of skills and competencies
Debates and discussion of key challenges inhibiting e‐Gov
initiatives