Event At-A-Glance

CIO Boot Camp:
Leadership Skills for the New Next

Sunday - Monday, April 25-26
8:30 am - 4:30 pm

CHAIRPERSON:
Thornton May,
Futurist, Executive Director and Dean, IT Leadership Academy

POSSE MEMBERS:
Bruce Barnes,
CIO Emeritus, Nationwide Financial Services

John Dohm,
CIO, True Religion Apparel

Mark Greenlaw,
CIO, Cognizant

Thomas Mantz,
Managing Director, MNL Associated, LLC; CIO Emeritus – Praxair Corporation

Dr. Robert Rennie,
VP, Technology & CIO, Florida State College at Jacksonville

Bette Walker,
CIO Emeritus, Delphi

Economists can’t decide whether we should expect a ‘V’, a ‘U’ or perhaps a ‘W’ shaped recovery. The important point is – there will be a recovery, the world has not ended. At the ever quickening heart of that recovery will be technology. Blackwood’s Magazine’s“Battle of Dorking” (1871 - considered one of the most influential short stories ever written in the English language] woke a sleeping England to its shocking state of military unpreparedness. In a similar fashion the CIO Bootcamp hopes to wake a still hunkered down IT leadership community from its state of leadership unpreparedness. There is vast opportunity associated with the New Next.

The world has changed. IT faces the opportunity of a lifetime. This is the time for vision, precisionAND decision. IT more than ever is perceived by the top-of-the house as the single best way to improve business performance. Every vertical market – finance, media/entertainment, government, hospitality, health care – all look to IT to assist and lead the transformation. IT professionals need to lead, not just manage. IT needs to be re-thought, re-vamped, re-platformed and re-energized. IT heroes will be those who focus beyond technology implementation to improving business outcomes.

The CIO Posse is a group of been-there-done-that C-class executives from billion dollar plus organizations who will share the mistakes they have made and the lessons they learned as they transition IT for the New Next.

The CIO Boot Camp blends ahead-of-the-curve leadership research with top-of-tech-trenches practical know-how in a highly interactive workshop designed to giving participants a fully rounded tool kit to meet the challenges of the current economic environment.

DAY-BY-DAY OVERVIEW

Day One

Opening Exercises

Tales From the Top-of-Tech

• C-Suite Conversations [What is the top-of-the-house really talking about?]
• Understanding Business Inflection Points
• The Behaviors That WILL Get You Fired
• What is changing?
• What has changed forever?

IT and the ‘Money’ Thing

• IT Budget Making Best Practices
• Transparency- Communicating Value & Understanding Costs
• Your friend the CFO
• Things You Can Do Without
• Cost Cutting You Can Be Proud of
• Choice ‘architecting’ Tough Tradeoffs

Alternative ‘IT’

• Best practices for creating, evaluating & executing ‘alternative’ IT solutions

Managing ‘Globally’

• Multinational Operations
• Global Work Force
• Global Customer Base

Understanding Organizational Psychology: Getting Inside the Heads of the ‘Suits’

• Inventory of mental models at work across the organization
• Dangerous points of delusion/irrationality/ignorance

Understanding Where Technology is Taking Us/Can Take Us

• Thoughts on the trajectories of data collection, data movement, data analysis and Insight dissemination/usage

Structured For High Performance

• The crisis made opportunity to rapidly put the IT house in order
• The interests behind centralization (order) and decentralization (flexibility)
• The ways in which Services Oriented Architecture and Enterprise Architecture Planning, and other emerging technologies and methodologies, are shifting the balance of interests
• The importance of context, and timing
• Achieving compromise – aggressive consolidation of infrastructure, and core application services, with a generous distribution of business analytic resources within the business units – different approaches at different layers of the stack
• The role of “centers of excellence” in achieving transitions
• The importance of application inventory and architecture – even when the applications aren’t yours
• Politically avoiding the image of IT good-hygienist / empire-builder, while arguing the case of IT order

Day Two

Managing Vendors
A must-have core competency is the ability to extract full value from vendor partners:

• Vendor management strategy
• Vendor management program and metrics
• Vendor relations during a crisis

SenseMaking 101: IT Strategic Planning Processes
Properly conceptualized, boldly imagined and precisely deployed IT projects can create competitive advantage. Learn best practices:

• Building IT road maps
• Getting executives to think strategically about IT

Relating 101: Managing the People of IT

• Relationship with HR department
• Biggest challenge/worst moments
• Retaining and Attracting the ‘right’ kind of IT worker
• Best practices for managing high performance IT professionals
• Overcoming yester-thinking … managing the ‘cultural thing’
• Thoughts about the IT workforce of the future

Managing/Creating Culture

• Understanding What Culture is
• Understanding Where Culture Comes From
• Understanding What You Can Do About It

Relating 201: Strategies for Managing Social Technologies

• What Are Pioneers Doing?
• What Hasn’t Worked?
• What Are the Questions You Need to Answer?

Vision/Innovation: Emerging Technologies for a Submerging Economy

• Frameworks
• Exploiting the Cognitive Surplus
• Tools
• Techniques
• Best Practices

Final Exam/Conclusion