A "Day in the Life" of a CIO
Making the Case for IT...

A "day in the life of a CIO" compares and contrasts the investments (time, money, resources) and ROI of two CIOs putting together their IT plans for leadership review and approval. Karen had access to our methods and tools, Robert did not.

Robert (CIO) - WITHOUT Our Methods & Tools		Karen (CXO) - WITH Our Methods & Tools
Preparing to make the case for IT Participates in a senior leadership off-site planning session. Interviews a number of peer executives (production, sales, service, etc.) across the company to understand their specific requirements. Uses research firms (Gartner, Meta, IDC) to gain validation for major IT initiatives to seriously consider. Hosts a series of brainstorming & review sessions with IT staff. Identifies a number of potential "high value" initiatives to consider further. (Investment = 40 FTE Days)     Building the case for IT Assigns IT resources to "dig deeper" into potential "high value" initiatives. Runs multiple group sessions with end-users to ensure a clear 'high-level" understanding of requirements and potential value to be gained through the use of IT. Takes summary findings from end-user sessions and incorporates into the "leadership review" package. (Investment = 20 FTE Days)   Presenting the case for IT Presents a portfolio of IT initiatives with supporting business cases to the leadership team. Based on a long history of "questioning the value" realized through the use of IT, a long debate occurs among the leadership team. Meeting ends without a clear direction of "next steps." (Investment = 1 FTE Days)     SUBSEQUENT MEETING WITH CE0... CEO states there is a lack of confidence from the leadership team with regards to what is being proposed. Asks the CIO to work with the leadership team to get their buy-in and commitment before proceeding further. (ROI = ?)		Preparing to make the case for IT Participates in a senior leadership off-site planning session. Creates a SIM Summary of the organizational and operational priorities for the company. Uses research firms (Gartner, Meta, IDC) to gain validation for major IT initiatives to seriously consider. Creates a set of initial PLAYs to visual illustrate how IT can potentially improve key operational processes within the company. Reviews SIM Summary and PLAYs with peer executives (production, sales, service, etc.) throughout the company to gain alignment and agreement to next steps. Assigns IT resources to assist in validating priorities, requirements, and criteria for a number of potential "high value" IT initiatives. (Investment = 15 FTE Days)     Building the case for IT IT professionals and end-users together configure online PLAYs and supporting rich-media KA-Players to illustrate "working examples" of how IT will improve key operational and infrastructure areas within the company. A SIM Summary, Value Proposition, a set of Plays, and The GAP are incorporated into the "leadership review" package. (Investment = 20 FTE Days)   Presenting the case for IT Presents SIM Summary to ensure alignment among senior leadership team of corporate priorities and then positions major IT initiatives as a "means to achieve" corporate priorities. References the Value Proposition, Plays, and KA-Players to provide summary and detailed illustrations of the value to be gained by each of the major IT initiatives being considered. Walks through The GAP to introduce the concept of the "Fast Path". Demonstrates the Leadership Operating System (LOS) as a lightweight way for the leadership team to stay on the "Fast Path" by monitoring real-time the early-on and ongoing status of all major IT initiatives. Meeting ends with a clear direction of "next steps." (Investment = 1 FTE Day)     SUBSEQUENT MEETING WITH CEO... CEO states for the first time he clearly and explicitly understands the value to be gained from a set of IT initiatives prior to launching them. Asks the CIO to work closely with the leadership team to ensure the early-on and ongoing success of the major IT initiatives. Scope changes >10% Timelines to deliver major IT Initiatives >15% Resource overruns >10% Quantified value of IT >20% YTY end-user satisfaction >25% Business competencies of IT community >30% Morale of IT community >25%