Korn/Ferry & Gartner Group CIO Edge presentation - Silicon Valley, July 2011

KORN/FERRY INTERNATIONAL

© 2011 Korn/Ferry International and Gartner, Inc. All Rights Reserved.

San Francisco CIO Roundtable24th June 2011

Hosted by Bob Concannon & Kristen Badgley

Global CIO & IT Officers Practice

Guest speaker:Graham Waller

VP & Executive PartnerExecutive Programs (EXP)



Korn/Ferry Hosts

Bob Concannon – Senior Client Partner Bob brings to Korn/Ferry over 10 years of technology executive search experience, leading numerous CIO and CTO searches across industries. Bob leads searches in the software and IT communities on assignments for clients in the areas of cloud, mobility and enterprise software. Prior to his current position, Bob served as the managing director of another global executive search firm, leading the technology practice, U.S. Additionally, he led the firm’s global technology vertical for seven years, coordinating worldwide search activity in the technology sector with Fortune 100 top accounts. He has been a guest lecturer at The University of California Berkeley and Stanford University. Bob holds a bachelor’s degree from the University of the Pacific.

Mark Polansky – Senior Client Partner & MD of the CIO & IT Officers Practice for North America. With more than 25 years of IT executive search experience, Mark has extensively recruited senior IT leaders across a wide range of industry sectors. Before entering the search field, he spent 11 years in IT organizations engaged in the development, support and marketing of information systems in the financial services and higher education sectors. Mark previously taught computer science at Pratt Institute, Brooklyn College, and Southern Connecticut State University. He currently serves on the advisory board of Columbia University's executive graduate program in IT management. Mark holds a a master’s degree in computer science from Pratt Institute and a bachelor’s degree in mathematics and electrical engineering from Union College.



Our guest speaker

Graham Waller – Vice President & Executive Partner, Gartner Executive Programs. Graham serves as a trusted adviser to CIOs assisting them maximize IT value, hone their leadership skills and forge winning relationships. He is a co-author of Gartner’s latest book (The CIO Edge: Seven Leadership Skills You Need to Drive Results - Harvard Review Press, 2010) and is a faculty member on Gartner’s CIO Academy. He came to Gartner as part of the firm’s acquisition of META Group, where he led CIO-level research on transformational change. For more than 20 years Graham has focused on driving business results from IT-enabled transformation, holding senior leadership positions within end-user and IT service provider Fortune 100 companies. Graham earned a bachelor’s degree in electrical engineering from the University of Liverpool and a certification in e-business strategy from the University of Chicago.



Delivering Results at the Intersection of Management Systems and CIO Leadership

Superior Business Outcomes

Leading People Management Systems

Strategy Leadership

High Performing Culture

Processes

Metrics

Governance

Inspiring Others

Followership



Great Leadership Unleashes the Powerful Force of Energized People

1. Commit Leadership First Everything Else Second

2. Lead Differently Than You Think

3. Embrace Your Softer Side

4. Forge Right Relationships, Drive Right Results

5. Master Communications

6. Inspire Others

7. Build People Not Systems



1. Commit to Leadership First, Everything Else Second

Fully embrace leadership as their primary role ("great work“)

Set high expectations — "no victim mentality"

Make sure the "right people are on the bus" — then empower

Proactively create a culture and environment for success

Soft skills yield hard results: Deliver results via people, through people and with people



What are CXOs and Boards Seeking When They Hire CIOs?

It goes without saying that you need the domain knowledge and track record that qualifies you for the role – but that’s just the “entrance ticket”

So what do CEOs always ask for when commissioning a search?:- “I need someone who will be part of the team and will fit our culture”- “I need someone who can rebuild the credibility of IT and the

relationship with the executive team”- “I need someone with the ability to define a vision and provide

leadership to the team to drive that vision”- “I’m fed up with my executives complaining about IT – I can’t tell if

they’re right – I want a CIO who can conciliate and defuse, explain instead of confront – who can enthuse the executive team.”

"Certainly the standard stuff of leadership is usually first, no matter who we’re talking to or who the client is. Sooner or later they’re going to look us in the eyes and say “What we need is leadership”. “

Mark Polansky, Korn/Ferry International

"Certainly the standard stuff of leadership is usually first, no matter who we’re talking to or who the client is. Sooner or later they’re going to look us in the eyes and say “What we need is leadership”. “

Mark Polansky, Korn/Ferry International



Delivering High Value Requires High Leadership Competency

"No amount of technology can replace the power of motivated and energized people. That's particularly true if your mission is to make a real difference as CIO, to create

value via applying IT, to becoming a true strategic partner for the company versus having IT be relegated to a 'commodity'

function. If that's your goal — and it is mine — people are central to transforming the way we do business. IT becomes more of a people business than a technology one. That's why

my first focus is on people."

Filippo Passerini, President; Global Business Services & CIO, P&G

"No amount of technology can replace the power of motivated and energized people. That's particularly true if your mission is to make a real difference as CIO, to create

value via applying IT, to becoming a true strategic partner for the company versus having IT be relegated to a 'commodity'

function. If that's your goal — and it is mine — people are central to transforming the way we do business. IT becomes more of a people business than a technology one. That's why

my first focus is on people."

Filippo Passerini, President; Global Business Services & CIO, P&G



Delivering High Value Requires High Leadership Competency

“There is only one thing that creates an environment which will get people jazzed. Leadership. How you create your incentive programs; how you recognize and reward them; how you develop them. The pace, the tone, everything you

do winds up at your financial results through the pathway of how your people behave.

That “a ha” moment completely changed the way I looked at leading, because I realized it starts with the people. Financial

results are trailing indicators.”

Randy Spratt, CTO & CIO McKesson

“There is only one thing that creates an environment which will get people jazzed. Leadership. How you create your incentive programs; how you recognize and reward them; how you develop them. The pace, the tone, everything you

do winds up at your financial results through the pathway of how your people behave.

That “a ha” moment completely changed the way I looked at leading, because I realized it starts with the people. Financial

results are trailing indicators.”

Randy Spratt, CTO & CIO McKesson



Gartner EXP 2011 CIO Agenda: ‘Reimagining IT’

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CIOs have the opportunity to REIMAGINE IT to meet business needs for GROWTH, take advantage of CLOUD services and economics, and RAISE THE STRATEGIC RELEVANCE of IT

CIOs will be asked to increase the DIGITIZATION of their organizations and drive greater INNOVATION on FLAT BUDGETS

CIOs must engage in a new SUCCESS CYCLE that concentrates on changing BENEFITS REALIZATION and IT SKILL BUILDING

CIOs who accept this challenge gain the BUSINESS INFLUENCE they have sought for years



2. Lead Differently Than You Think, Think Analytically, Act Collaboratively

Source: Korn/Ferry International.

"Fast forward to the Board meeting: The proposal was accepted and we received a standing ovation. Why? Because we took the time to understand the most important motivations and priorities of each Executive Committee member. It was not easy, some were from AXA and some from the acquired company, but ultimately it was very successful because it was not my proposal, it was the proposal of the Executive Committee members.“ Pascal Buffard, CEO, AXA Group Solutions

"Fast forward to the Board meeting: The proposal was accepted and we received a standing ovation. Why? Because we took the time to understand the most important motivations and priorities of each Executive Committee member. It was not easy, some were from AXA and some from the acquired company, but ultimately it was very successful because it was not my proposal, it was the proposal of the Executive Committee members.“ Pascal Buffard, CEO, AXA Group Solutions

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3. Embrace Your Softer Side…Without Being Soft Yourself

Amazing power can be unleashed when you make people connections

Vulnerability as an asset!

Key competencies; open and receptive, ability to relate, caring about others

“If you are going to create something new that will be embraced by others, you must be able to relate to people and build relationships that enable them to truly open up and share their best ideas, ideas which have the potential to substantially improve your own."

Stein Tumert, CIO of Burger King Europe, Middle East and Africa

“If you are going to create something new that will be embraced by others, you must be able to relate to people and build relationships that enable them to truly open up and share their best ideas, ideas which have the potential to substantially improve your own."

Stein Tumert, CIO of Burger King Europe, Middle East and Africa



4. Forge Right Relationships, Drive Right Results

Go sideways to move ahead: Prosper or perish via horizontal relationships!

By the time you need a relationship it is too late

Prioritize a relationship investment strategy

"The president of the association starts the meeting by saying 'we are ready to talk about Bob's disaster,' and the principal who had hated me interrupts and says 'Let's just stop here. I'm tired of you guys blaming Bob and the IT staff like this when it is not their fault. The problem is you've got a bunch of renegade departments out there not listening to their advice.' He just went on a tirade of defending us.“ Robert Runcie, CIO of the Chicago Board of Education

"The president of the association starts the meeting by saying 'we are ready to talk about Bob's disaster,' and the principal who had hated me interrupts and says 'Let's just stop here. I'm tired of you guys blaming Bob and the IT staff like this when it is not their fault. The problem is you've got a bunch of renegade departments out there not listening to their advice.' He just went on a tirade of defending us.“ Robert Runcie, CIO of the Chicago Board of Education



5. Master Communications Always and All Ways: Compelling the Action You Need

Purpose-driven: Planned, repeated simple messages

Tailored so others can relate: Chief storyteller, metaphors….

Two-way process: Active listening and formal feedback

"It flatters as much as it angers me, but the fact is every twitch I have occurs under a spotlight. I can't ignore it. This is the hardest part of the job for me, understanding how I impact the organization with my energy level, my wording, my enthusiasm, and how I treat people."

Gerald Shields, CIO, Aflac

"It flatters as much as it angers me, but the fact is every twitch I have occurs under a spotlight. I can't ignore it. This is the hardest part of the job for me, understanding how I impact the organization with my energy level, my wording, my enthusiasm, and how I treat people."

Gerald Shields, CIO, Aflac



6. Inspire Others: You Can't Lead If Others Won't Follow

Manage Vision and Purpose: Connect everyone to the vision, give them a role

Motivate Others: They can bring something different to the table

Build Winning Teams: Collective objectives, recognize success

“What a vision gives, both to the people you are responsible for and to your internal customers, is hope. And from there it becomes a rallying cry, the thing that gets people to shoulder their responsibilities and get their chins to rise up. Vision is the number-one leadership trait you can have."

Phil Pavitt, CIO for HRMC

“What a vision gives, both to the people you are responsible for and to your internal customers, is hope. And from there it becomes a rallying cry, the thing that gets people to shoulder their responsibilities and get their chins to rise up. Vision is the number-one leadership trait you can have."

Phil Pavitt, CIO for HRMC



7. Build People Not Systems; Increase Capability and Capacity to Deliver Results

Identify and focus on needed future-state competencies

Experience really is the best teacher; challenging assignments, supported by coaching/mentoring

Develop "IT literacy" across the enterprise

"Developing our people and making sure that they have the key competencies called for by our business strategy — such as being able to deliver globally — is absolutely key to our sustained success and IT's ability to add value." Nick Smither, CIO, Ford

"Developing our people and making sure that they have the key competencies called for by our business strategy — such as being able to deliver globally — is absolutely key to our sustained success and IT's ability to add value." Nick Smither, CIO, Ford



The Professional Payoff - Delivering Business Results

Before you can deliver value, you first have to deliver

The amount of value is a function of your technical savvy plus business acumen, enabled and amplified by your people leadership skills

"If you are able to persuade, to lead and influence others, you get to leverage all their time, all their skills and all their

relationships to achieve extraordinary results."



The Personal Payoff: Gaining Greater Fulfillment Inside and Outside of Work

It isn't magic; focus on the right things required

Get the right people on the bus, build people and truly empower

Role model desired behaviors — increase your personal capacity to lead

"Since my people can deal with the things that used to eat up my day — project reviews, meetings and all the inevitable minor crisis — I'm free to work on strategy. I have a chance to think about things we have to do to generate value and I have the time to figure out what I need I need to do to get the various stakeholders committed to carry it out. That's a far better use of my time, and also much more satisfying." ` Matt Mitchell, CIO, AARP

"Since my people can deal with the things that used to eat up my day — project reviews, meetings and all the inevitable minor crisis — I'm free to work on strategy. I have a chance to think about things we have to do to generate value and I have the time to figure out what I need I need to do to get the various stakeholders committed to carry it out. That's a far better use of my time, and also much more satisfying." ` Matt Mitchell, CIO, AARP



Coming Full Circle: The CIO Edge

Seven Leadership Skills

Core management processes (i.e., strategy, planning, program execution, operations…)

•Leadership First Everything Else Second

•Master Communications

•Right Relationships, Right Results

•Embrace Your Softer Side

•Lead Differently Than You Think

•Inspire Others

•Build People, Not Systems

• Professional Payoff: Deliver on the promise of IT, maximize value

• Personal Payoff: Greater fulfillment and work life balance

Collaboratively Deliver Maximum Business Results

via People

Leading People Management Systems


The CIO Edge: Seven Leadership Skills You Need to Drive Results

Korn/Ferry & Gartner Group CIO Edge presentation - Silicon Valley, July 2011

Technology

Transcript of Korn/Ferry & Gartner Group CIO Edge presentation - Silicon Valley, July 2011