The IT Talent Implications of The Future of Corporate IT

CEB CIO Leadership Council
The IT Talent Implicationsof

the Future of Corporate IT
A Guide to Filling Emerging IT Skills Gaps
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INFORMATION TECHNOLOGY PRACTICE
CEB CIO EXECUTIVE BOARD CONTENT PUBLISHING
Executive Directors Directors SOLUTIONS
Shvetank Shah Parijat Jauhari Production Designer
Warren Thune Aron Kuehnemann Pooja Manshani
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Brian Foster Nat Ward
www.executiveboard.com Carolyn Lamond
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Editor
David Kingston Prashant Mishra
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Analyst
Senior Directors Pallavi Goel
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Senior Associate
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Chris Mixter
Alex Stille
KD Weitzel
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TABLE OF CONTENTS
Executive Summary • iv
What to Do Next • v
Introduction • 1
IT Roles and Skills in 2015 • 15
Seven New-to-World IT Roles • 39
Drivers of Change • 49
Tactics to Fill IT Talent Gaps • 55
Appendix: The IT Roles and Skills Assessment Framework • 67
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CIO6909710SYN-CEB
iv
EXECUTIVE SUMMARY
The IT organization of 2015 will look radically different from today. Seven New-to-World IT–Related Roles Will Emerge
Information management will gain importance relative to process automation. The adoption of cloud computing and service management, and a focus on
IT will deliver end-to-end services and become more integrated into a information management and collaboration, will require seven entirely new
multifunctional services group. Most delivery operations will be externalized, roles. These include a head of multifunctional shared services, technology
increasingly to the cloud, while technology-savvy business partners will take brokers, collaboration evangelists, and service architects. The roles will
greater responsibility for IT decision making. These are the conclusions of require new skills in information visualization and usability, service delivery,
the Board’s recent research into the future of corporate IT. Our conversations unstructured information management, and cloud integration.
with hundreds of IT leaders since the research was published show that many
of the changes are already underway. Sixteen Traditional IT Roles Will Relocate Outside IT
More than half the traditional IT strategy, governance, architecture, and
If the IT organization of 2015 will look different, so will the average IT project management roles will migrate to business units or a multifunctional
employee. They are more likely to have skills in stakeholder management, shared services organization. In addition, business unit managers will
risk management, or usability design than in server administration or coding, increasingly require basic IT–related skills such as requirements definition,
and many will find themselves in as-yet unknown roles such as collaboration project management, change management, product evaluation, and vendor
evangelist or service architect. Only 25% will remain within IT while up to 30% management.
will move to a multifunctional shared services group or to business units.
Traditional Technical Roles Will Decline by 80% or More
Despite the severity of these changes, most IT organizations are unaware While technical expertise will be retained in architecture and integration,
and unprepared. Sixty-one percent lack comprehensive skill forecasts and most roles involved in delivering applications and infrastructure will be
up to 80% do not provide training or coaching in critical skills. external, resulting in falls of 80% or more in the headcount in these roles
within the organization.
To provide precise, actionable insight into future talent needs, we built an
IT roles and skills assessment framework with 109 IT skills and 30 IT roles Talent Sourcing Must Broaden as Only 28% of IT–Related Roles Will
and assessed the impact of The Future of Corporate IT findings on each. Require an IT Background
We validated the analysis in interviews and surveys with more than 60 Seven IT–related roles will be difficult to source from within IT as they require
organizations. Our work has revealed the following findings. backgrounds elsewhere in the business or in specialist external roles such
as consulting. These roles include account manager, technology broker,
Demand for Roles in Strategy, Service Management, and Information user experience designer, and information architect. Conversely, only 12%
Architecture Will More Than Double of IT–related roles will require a deep technical background.
As a result of the shifts described in The Future of Corporate IT, the IT
strategist, service manager, and information architect roles will see the
greatest rise in importance. Demand for these roles and for roles in security
and business architecture will more than double.
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CIO6909710SYN-CEB
The CIO Executive Board
can help you use the
WHAT TO DO NEXT
findings explored in this
research.
Next Steps Where to Look How We Can Help
1. Identify Emerging Skills Gaps and Role A Map of Future IT Initiate a discussion on IT workforce
Changes During Workforce Planning Roles, p. 10 planning with one of our executive
Ensure your annual workforce-planning advisors or ask us to present findings
exercise provides clear direction on skills Workforce Planning from The IT Talent Implications
gaps that need to be filled to support Tactics, pp. 55–66 of the Future of Corporate IT and
long-term strategic goals. The Future of Corporate IT at your
strategy off-site.
2. Clarify IT Staff Career Paths IT Roles and Skills Use our findings on IT roles and
Following year-end performance reviews, in 2015, p. 15 skills in 2015 to shape individual
accelerate IT–staff development and development conversations.
Seven New-to-World
engagement by providing clear directions on Roles, p. 17
the skills they need to succeed in new roles.
3. Target Recruitment at Critical New Roles Job Descriptions, Refer to our database of job
Clarify and communicate role definitions and pp. 68–76 descriptions for new-to-world and
skills requirements for new positions to hiring emerging key roles and review our
Skills Definitions,
managers and the recruitment team. analysis of likely backgrounds for
pp. 77–87
these key roles.
4. Redesign Training, Development, Skills Development Provide your team with access to our
For more information on any and Leadership Programs Resources, pp. 11–12 range of 70 e-learning courses or
of the resources described on Align training and coaching to fill skills gaps ask us to manage a training program
this page, contact your account and facilitate movement of HIPOs to prepare for you. Send key staff to the IT–
manager or the Member them for future leadership roles. Business Leadership Academy.
Support Center at +1-866-
913-8101 or EXBD_Support@
executiveboard.com.
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v
vi
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THE IT TALENT IMPLICATIONS OF THE FUTURE OF CORPORATE IT
Appendix: The IT
IT Roles and Seven New-to- Drivers Tactics to Fill Roles and Skills
Introduction
Skills in 2015 World IT Roles of Change IT Talent Gaps Assessment
Framework
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1
The IT Talent Implications of the Future of Corporate IT 2
CIOs face near- and long-

term talent risks as filling
NEAR- AND LONG-TERM RISKS FOR IT TALENT
critical roles becomes
harder and IT prepares
for the skills implications
of significant changes The Talent Risk in 2015:
The Talent Risk in 2011:
Aligning Talent to Shifts
in IT value, ownership, Filling Critical Roles
in IT Value, Structure, and Role
and role.
Quality of Hire The Future of Corporate IT:

Percent Rated Above Average (Indexed)
Five-Year Outlook
Percentage of IT Leaders
100% ∆ = (17)%
IT focuses on information
90%
83% and analytics.
IT embeds in multifunctional shared

67%
services.
Contract and vendor management

74%
become the main infrastructure role.
Project managers and business

57%
analysts move into business units.
Q1 2009 Q1 2010 n = 127 IT leaders.
Source: CLC Recruiting research; Recruiting Effectiveness Dashboard.

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A MAP
www.cio.executiveboard.com TALENT TALENT TALENT THE IT DEVELOPMENT RESEARCH
OF FUTURE
CHALLENGES RISKS IN 2011 RISKS IN 2015 RESPONSE RESOURCES METHODOLOGY
© 2010 The Corporate Executive Board Company. IT ROLES
CIO6909710SYN-CEB
The pipeline of high-
potential IT employees
FEWER IT HIPOs AND SPARSE RECRUITMENT
is thinning as high
performers lose their IT High Performers by High-Potential Status
potential and attracting
promising candidates
Percentage of IT High Performers Who Are…
from other employers
…Not High …High
gets harder. Potential Potential
2005 71% 29%

■■ High-potential employees
The number of high
have the ability, aspiration, performers in IT who are
and engagement to ∆ = (7%)
also HIPOs has decreased
succeed at the next level. to less than one in four.
As engagement falls, so too 2010 78% 22%
does the number of high
potentials.
■■ Many of the most promising Note: High performers are employees who exceeded their performance expectations in their most recent performance review.
High-potential status is determined based on whether the high performer has been identified by his or her organization as a HIPO.
new hires have to be
persuaded to leave existing Source: CLC Human Resources High-Potential Employee Management Survey, 2005; CLC Human Resources Global Labor Market Survey, 2010.
jobs. This is becoming more
difficult as risk aversion
in an uncertain economy Percentage of Employees Showing Active Interest in Recruiting Approaches
means that the number
of employees open to 45%
recruitment has fallen from
45% to 29%.
29%
2006 2010
Source: CLC Human Resources HR Quarterly News and Trends, Q3 2010.

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Introduction 3
IT organizations face
five radical shifts in the
FIVE SHIFTS THAT WILL DRIVE RADICAL CHANGE
way they create value
and in their ownership,
IN IT TALENT NEEDS
structure, and role across
the next five years.
Current State The Future of Corporate IT

■■ The five shifts will be
1. B
usiness Process First—Business-process Information Over Process—The competitive advantage
driven by 10 external trends
automation absorbs the largest share of from information technology will shift toward customer
affecting IT demand and
IT investment. Business-process design is experience, data analytics, and knowledge worker
supply. The trends include
used to define future capabilities and drive enablement; consequently, information-management skills
the rise of the knowledge
competitive advantage. will rise in importance relative to business-process design.
worker, ubiquitous data,
social media, a tech- 2. IT as a Service Provider—Applications and IT Embedded in Business Services—Centrally provided
savvy workforce, and the infrastructure are bundled into services that applications and infrastructure will be embedded in
emergence of technology- directly reflect business-partner technology business services and delivered by a business shared-
as-a-service. consumption. The IT function is increasingly services organization.
www.executiveboard.com CIO5584710SYN
centralized as a standalone shared service.
3. Right-Sourced IT—Delivery combines Externalized Service Delivery—Delivery will be

external provision with significant internal predominantly externalized as vendors expand service
resources as vendors are uncompetitive for provision and internal resources become brokers, not
many critical tasks. providers.
4. Pressure for Central—Liaison and governance Greater Business-Partner Responsibility—Business
guide business units and end users away unit leaders and end users will play a greater role in
The Future of Corporate IT
from obtaining their own IT capabilities. obtaining and managing technology for themselves
How to Prepare for Five Radical Shifts
in IT Value, Ownership, and Role
where differentiation has more value than standardization.
Volume Four in a Series of Five: Greater Business
5. Fully Functional IT—The scope of central IT Diminished Stand-Alone IT Role—IT roles will embed
Partner Responsibility
function encompasses strategy, governance, in business services, evolve into business roles, or be
and delivery with direct control of almost all externalized. Remaining IT roles will be housed in a
IT–related resources and activities vested business shared-service group. The CIO position will
in the CIO. expand to lead this group or shrink to manage IT
For more on these findings,
procurement and integration.
please see the CIO Executive
Board’s research study, The
Future of Corporate IT.
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Many IT roles will relocate
or require new skills.
MANY ROLES WILL RELOCATE AS IT IS UNBUNDLED
■■ Roles requiring business

knowledge will become
embedded in business units
or multifunctional shared Requires
Business Greater Business-Partner Responsibility—Business unit leaders and end
services and those benefiting Business Units/End users will play a greater role in obtaining and managing technology for
Knowledge Users themselves where differentiation has more value than standardization.
from scale will
Roles such as business analysts and project managers move here.
be externalized.
Multifunctional
Shared Services
Group
IT Embedded in Business Services—Centrally provided
applications and infrastructure will be embedded in business
services. Information architecture and insight roles and most
office of the CIO roles (EA, IT strategy, service manager,
Skill account manager, PMO, CISO) also reside here.
External
Providers
IT
Externalized Service Delivery—Delivery will be
predominantly externalized as vendors expand
service provision and internal resources
become brokers, not providers.
Requires
Technology
Knowledge
Business Industrywide
Unit Specific Scale
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Introduction 5
To thrive as the five shifts

occur, organizations will
NEW CAPABILITIES DEMANDED BY THE FIVE SHIFTS
need new capabilities
in architecture, service
management, security,
and governance.
1. Expanded Architecture to Defend Information Integration
■■ Maintain integrated systems and information while migrating to the cloud.
■■ Combine information, technology, and business architecture to enable business services.
■■ Plan for device-agnostic IT.
2. Professionalized Service Management

■■ Manage business services end-to-end from service strategy to service delivery and improvement.
■■ Adopt a challenger profile to reframe business units’ service needs.
■■ Make service cost recovery transparent and aligned to business value.
3. Shored up Security for a De-Perimeterized Environment

■■ Assess end user–related vulnerabilities and risks and invest in user awareness.
■■ Accelerate policy development for new devices, services, and business-led technology decisions.
■■ Help business unit leaders understand and manage their risk exposure.
4. Business Enablement Anchored on a Deep Understanding of the End-User Experience

■■ Develop an anthropological understanding of knowledge worker behavioral drivers and decision making.
■■ Teach users to collaborate, share information, and generate insight, not just how to use a tool.
■■ Upgrade the quality and flexibility of interface design, user experience, and information visualization.
5. Redefined Enterprise Governance

■■ Maintain central coordination of portfolio prioritization, policy design, and standards setting without
compromising business-partner responsibility.

■■ Combine IT governance with governance of other centrally managed resources.
6. Collaboration Across Functional, Regional, and Organizational Boundaries

■■ Work seamlessly across regions and functions, forming, evolving, and disbanding virtual teams.
■■ Manage the performance of external resources and blended internal and external teams.
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The capabilities required
by the five shifts will lead
MUCH NEEDS TO CHANGE
to massive upheaval in IT
skills and roles. Estimated Changes in IT Talent Needs
16 Roles that are located in IT in 2010 will move to multifunctional

shared services and/or business units by 2015.
250% More information architects will be needed by the average

organization by 2015.
88% IT–related roles in 2015 can be filled by employees who do

not have a technical background.
7 IT–related roles that will be required in 2015 do not exist today.
1 in 3 Roles that exist within IT will see declines of 80% or more

in the number of positions required internally by 2015.
Source: CIO Executive Board, IT Roles and Skills Assessment Framework.

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Introduction 7
The majority of IT
organizations are
IT IS ILL-PREPARED TO CHANGE SKILLS AND ROLES
neither forewarned
nor forearmed for the Skills Forecasting
upcoming changes in
IT talent needs.
■■ Despite the severity of the

potential skills changes,
61% of organizations do not 39%
have skills forecasts for IT as IT Has a Skills
61%
Forecast
a whole. Up to 80% do not IT Lacks a Skills
provide training or coaching Forecast
for skills that they expect to
increase in importance.
Skills Readiness Gaps

Percentage of IT Organizations That Expect Greater Need for a Skill Within Three to Five Years
but Do Not Offer Training or Coaching for That Skill
Collaboration and 80%

Social Media
Innovation 76%
Business Architecture 72%
Information 67%
Management
Service Management 48%
n = 42 IT organizations.
Source: IT Practice, Assessing IT Future Skill Needs Survey.

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The current return to
growth, as well as the
A WINDOW OF OPPORTUNITY TO RECONFIGURE
associated changes
in organization and
IT TALENT
strategy, creates an
opportunity to accelerate Organizations Undergoing Change IT Operating Budget Outlook for 2011
the reconfiguration of IT’s
81%
roles and skills.
60%
34%
Flat or
Declining
66%
Increase
Organizational Changing
Redesign Strategic Focus
n = 246 CFOs and 52 CIOs. n = 121 IT organizations.
Source: CIO Executive Board research; CFO Executive Board research. Source: CIO Executive Board, 2011 IT Budget Benchmark.
Opportunities to Reconfigure IT Roles and Skills

Strategic Change
1. Use companywide reorganizations and strategic shifts to redefine responsibilities between IT and other functions
“The upturn has
and business units.
generated a lot of new
project demand. The Architecture Roadmapping
resulting growth gives us the 2. Use refreshes of the technology roadmap to reduce dependence on legacy skills.
opportunity to reconfigure our Portfolio Management
skill sets. We want to be more 3. Use project-related hiring to bring in skills that fulfill longer-term needs.
flexible and ready to face key 4. Use project assignments or IT reorganizations to transition existing staff between roles, create new roles, and phase
longer-term trends.” out existing roles.
Head of Applications Sourcing
European Retailer
5. Use increased demand to reshape the internal/external sourcing mix.
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Introduction 9
A MAP OF FUTURE IT ROLES

Likely Importance and Location of IT Roles in 2015
Heightened
Importance
Cloud Integration Specialist
New-to-World Roles
Collaboration and Social Media Evangelist
Head of Multifunctional Shared Services
Information Insight Enabler
Service Architect
Technology Broker
User-Experience Guru
Within the Organization
Business Analyst IT Strategist

Change in Importance
to Grow
Roles
Business Architect Process Analyst
Information Architect Security Manager
IT Auditor Service Manager
Account Manager IT Financial Manager
Transform Chief Architect

Roles to
Program Manager
CISO Project Manager
Enterprise Architect Solution Architect
Head of PMO Technology Leader
Future Importance Within the Organization High

Application Manager Software Architect
Externalize
Infrastructure Manager Software Developer

Network Administrator System Administrator
Diminished
Importance Service Desk Test Manager
Primary Location for the Role:
Business Units and/or

IT (Within Shared Services) External Providers
Multifunctional Shared Services
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IT BUSINESS LEADERSHIP ACADEMY™
A Unique Learning Experience That Builds Critical Capabilities

The IT Business Leadership Academy enhances the performance of IT individuals and organizations by building the skills necessary to increase strategic business
partnerships and develop the next generation of leaders.
How We Develop a Tailored Curriculum How We Design Our Learning Experience

The IT Business Leadership Academy worked with our network of thousands The IT Business Leadership Academy has designed the experience to support
of CIOs, IT executives, and business partners to identify a critical set of skills. the rapid application of learning to the business. We designed the IT Business
Leadership Academy around four core principles.
Session I: Communicating for Impact 1. Business Application
■■ Tailor communications to build relationships and appeal to different 2. Functional Relevance

audiences.
3. Skill Retention
■■ Create high-impact presentations that drive action.
■■ Listen actively to understand stakeholder needs. 4. Peer Learning
Session II: Enhancing Business Decisions

How We Deliver Our Learning Experience
■■ Understand how IT can drive value and respond to disruptions The Academy is a comprehensive learning experience centered around three
to the business environment. classroom sessions. These sessions are focused on skill building and are
supported by ongoing activities and tools to support application of skills
■■ Identify and diagnose business problems.
to key business priorities and ongoing projects.
■■ Assess business solutions for goal alignment and cost–benefits.
Session III: Elevating Executive Influence How to Find Out More

For more information, contact your account manager or visit the Leadership
■■ Obtain stakeholder commitment using influence. Academy Web site at www.leadership-academies.com/ITBLA/.
■■ Promote collaboration and surface innovative solutions
to business problems.
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Introduction 11
INTERACTIVE E-LEARNING FROM THE CIO EXECUTIVE BOARD

E-Learning Program Overview E-Learning Course Descriptions
The CIO Executive Board Interactive 1. Measuring IT Value 5. Managing the IT Portfolio
E-Learning Program offers online training
in communication, business knowledge, Eight lessons teach how to develop Eleven lessons teach how to develop effective
project management, and leadership skills. lightweight processes for value measurement processes for IT portfolio management and
The program is designed for midlevel IT and performance reporting. portfolio stewardship.
managers and rising leaders and includes
built-in testing and reporting to reinforce 2. Engaging with Business Partners 6. Managing Your Staff
each lesson.
Your membership with the Board allows Thirteen lessons teach how to build the Nine lessons teach skills in team leadership
you to take the lessons individually or diagnosis, communication, and negotiation and accelerating team development.
build a managed program for your staff. skills required to effectively manage relations
with business partners.
Individual Training
■■ Develop key IT management skills. 3. Managing Vendors 7. Managing Projects
■■ Take interactive lessons built from peer-
Six lessons teach how to develop capabilities Nine lessons teach key steps in project
tested practices, tools, and templates.
to define a sourcing strategy, set SLAs, and management, including budgeting for
Managed Program negotiate with and manage external partners. projects, managing resources, and
managing risk and change.
■■ Access a private portal showing courses
you select for your organization.
4. Business Fundamentals
■■ Track staff progress.
Eight lessons teach basic business skills,
To find out more, contact your account
including financial analysis, strategy
manager or visit
development, and corporate governance.
www.cio.executiveboard.com/members/
e_learning.aspx
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Use the CIO Executive
Board’s extensive
JOB DESCRIPTIONS FOR EMERGING ROLES
collection of IT job
descriptions to help
redefine roles and skills
requirements in your Based on our analysis of the impact of the five shifts in The Future of Corporate IT study, we have created
the job descriptions for the following key roles:
organization.
Output: 01:05PM Oct 28 2010
1. Chief Information Security Officer (CISO) Modified 03:58PM Oct 21 2010

CIO EXECUTIVE BOARD™
2. Collaboration and Social Media Evangelist

3. Cloud Integration Specialist
IT Strategist
4. Head of Multifunctional Shared Services Job Descriptions for Emerging Roles
5. Head of PMO Overview
Responsible for creating strategic plans for technology and business services. Contributes to corporate strategy and
diagnoses and shapes business needs based on a deep understanding of organizational business model and sources
6. Information Architect of competitive advantage. Collaborates with the Technology Brokers to identify strategic and innovative uses of
technology to drive business growth and profitability.
Future Location: Group IT
7. Information Insight Enabler Reports to: CIO or Head of IT
List of Current Skills List of Future Skills
8. IT Auditor Expert Expert

IT Strategy Formulation Business Strategy Formulation
9. IT Strategist IT Governance Formulation

New Technology Evaluation
IT Strategy Formulation
Business Scenario Development
Risk/Return Analysis Innovation
10. Process Analyst Challenging

Communications
Stakeholder Management
11. Service Architect Fully Competent Fully Competent

Business Domain Analysis Business Case Development
12. Service Manager

Business Case Development Business Domain Analysis
IT Risk Management IT Governance Formulation
IT Standards, Procedures, and Policies New Technology Evaluation
13. Technology Broker

Formulation IT Risk Management
Market and Competitor Analysis
Working Knowledge Working Knowledge
14. User-Experience Guru Enterprise Architecture Development Risk/Return Analysis

Project Management IT Standards, Procedures, and Policies
Formulation
Business Process Analysis
Service Architecture Development
Business Scenario Development
© 2010 The Corporate Executive Board Company. www.executiveboard.com

Client Site: www.cio.executiveboard.com
IT Job Descriptions Database
The IT job descriptions database is an extensive collection of IT job descriptions covering applications,
infrastructure, data and information management, business engagement, and project management.
The database is available on the CIO Executive Board Web site.
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Introduction 13
The research used a

model of 109 IT skills
METHODOLOGY
and 30 IT roles to assess
the likely impact on IT Future IT Skills Research Process 2010
talent of the five shifts
described in The Future
of Corporate IT.
The Future of Corporate IT IT Roles and Skills Analysis and Findings
Assessment Framework
■■ The analysis was supported
by interviews and surveys
with more than 60
organizations to understand
their outlook on future IT
skills and roles. Describes five shifts in IT Identified and defined Quantified the impact of
value, ownership, and role over 109 skills and 30 roles the five shifts on the future
■■ For a more detailed five years; each shift has been that currently exist in IT importance of each skill and
description of the analysis, assessed for value and risk in a organizations and mapped role
see page 88 in the appendix. survey of 128 IT leaders the skills to the roles
Identified the future location
of each role, highlighting
those that move to vendors
CIO Interviews and Surveys or become business roles
Validated against IT skills Identified new-to-world skills

frameworks such as SFIA, and roles implied by the five
PROCOM, and job descriptions shifts
and competency models from
Determined the most
individual organizations
significant skills shortages
Interviewed and surveyed 60 and most likely sources of
CIOs and other IT leaders to recruitment for those skills
understand their talent plans
and outlook for roles and skills
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Appendix: The IT
Introduction
Framework
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15
As a result of the five

shifts described in The
STRATEGY, INFORMATION, SERVICE,
Future of Corporate IT,
the IT strategist, service
AND RISK ROLES RISE MOST IN IMPORTANCE
manager, and information
architect roles will Projected Changes to IT Roles by 2015
see the greatest rise
in importance.
Business Analyst IT Strategist Demand for these roles may
almost double by 2015.
to Grow
Business Architect Process Analyst
Roles
■■ Demand for these roles as
well as for roles in security Information Architect Security Manager
and business architecture will
IT Auditor Service Manager
more than double before 2015.
■■ Ten other roles will see lesser

increases in importance but
will change significantly from
today. Account Manager IT Financial Manager Demand for these ten roles
to Transform
will stay constant but they

Chief Architect Program Manager will change significantly
Roles
■■ The primary location for roles CISO Project Manager in responsibilities, skills, or
related to managing and location.
delivering applications and Enterprise Architect Solution Architect
infrastructure will be external. Head of PMO Technology Leader
This is particularly true at
less information intensive
organizations, and those
without extensive legacy Application Manager Software Architect Eight roles will primarily
to Externalize
portfolios. relocate to external providers.

Infrastructure Manager Software Developer
Roles
Network Administrator System Administrator

Service Desk Test Manager

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ROLES AND ROLE BUSINESS IT LEADERSHIP ROLE SKILLS
© 2010 The Corporate Executive Board Company. SKILLS CHANGES LOCATIONS ROLES ROLES SOURCING PRIORITIES
CIO6909710SYN-CEB
The adoption of cloud
computing, service
SEVEN NEW-TO-WORLD ROLES RELATED TO IT
management, and a
focus on information
management and
collaboration will lead to
the emergence of seven
Seniority Role Description
critical new IT–related
roles.
1. Head of Multifunctional Shared Services—Responsible for multifunctional
shared-service strategy and architecture, and managing the shared-service
group, including IT
Senior Management
2. Collaboration and Social Media Evangelist—Responsible for understanding

drivers of collaborative behavior and creating, managing, and developing
a collaboration and social media strategy
3. Service Architect—Integrates business, information, and technology
architecture to create a service architecture for each business service
4. Technology Broker—Acts as broker for introducing new technologies and
Middle Management vendors to business units, the multifunctional shared-service group, and
the remaining IT organization; manages spend with all providers in a given
category such as infrastructure or applications
5. Cloud Integration Specialist—Responsible for integrating cloud services

such as applications and infrastructure services into the organization’s
IT environment
6. Information Insight Enabler—Supports business unit heads, service
managers, and knowledge workers with insights, business intelligence,
and management reports for effective decision making
For full descriptions of the Individual Contributor 7. User-Experience Designer—Designs and configures user-centric interfaces
responsibilities and skill for in-house and cloud applications based on business and end-user
requirements for these new requirements
roles, refer to the new-to-world
roles section starting on
page 39.
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IT Roles and Skills in 2015 17

New skills will emerge

related to information
NEW-TO-WORLD SKILLS RELATED TO IT
visualization and
usability, service delivery,
unstructured information
management, and 1. Information Analysis and Insight Generation—Ability to understand the meaning of structured and unstructured
integrating cloud services. business information and generate insight from it
2. Information Integration—Ability to integrate information and content from multiple sources and channels
3. Information Visualization—Ability to depict information in intuitive and insightful ways
4. Unstructured Information Analysis—Ability to derive meaning and insight from unstructured information
5. User Behavior Analysis—Understanding of user behavioral drivers with regard to collaboration, social media,
and information creation and use
6. Service-Strategy Formulation—Understanding of ITIL3 and similar frameworks and ability to plan a transition
to end-to-end service management
7. Service-Architecture Development—Ability to integrate business, information, and technology architecture

to offer services
8. Market and Competitor Analysis—Understanding the impact of market changes on IT needs and use
of technology by competitors

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Many of the strategy,
governance, architecture,
NEW LOCATIONS FOR IT–RELATED ROLES
and project-delivery
roles traditionally found
in IT will migrate to
business units and a
multifunctional shared-
services organization.
■■ In addition, business unit

leaders and end users will Senior Management Middle Management Individual Contributor
take greater responsibility ■■ Chief Architect ■■ Collaboration and Social ■■ Account Managers
for obtaining and managing ■■ CISO Media Evangelists ■■ Business Analysts
technology for themselves ■■ Head of Multifunctional ■■ Business Architects ■■ Information Insight
Shared Services
Multifunctional
where the technology is Shared Services ■■ Enterprise Architects Enablers
The majority
available as a service, and ■■ Head of PMO ■■ Information Architects ■■ IT Auditors
of IT–related
differentiation has more ■■ IT Strategists ■■ IT Financial Managers roles will not
value than standardization. ■■ Program Managers ■■ Process Analysts be in IT.
■■ Project Managers
■■ Security Managers
■■ Service Managers
■■ Service Architects
■■ Business Architects ■■ Business Analysts

Business
■■ Program Mangers ■■ Process Analysts Business

Units
■■ Project Managers unit

managers
and end
+ Business Unit Managers and End Users
users will
both play
greater roles.

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Greater business partner

responsibility raises the
GREATER BUSINESS PARTNER RESPONSIBILITY FOR IT
bar for IT–related skills
in business units. Project Management and Business Analyst Roles Will Move into Business Units
■■ Business leaders are

responsible for identifying
technology-enablement
opportunities and defining
36%
needs. Business-process Within
design, project management, 43% Three Years
and change management Not Likely
to Happen
become business roles and
appear in business units as
well as multifunctional shared
services. Business leaders
can obtain IT capabilities 20%
More Than
directly from the cloud when Three Years
n = 125 IT leaders.
the value of differentiation
outweighs standardization. Note: Does not equal 100% due to rounding.
Source: CIO Executive Board, The Future of Corporate IT, Arlington Va.: The Corporate Executive Board Company, 2010.
■■ This does not mean the
reappearance of rogue
local IT groups or business A Shift in Responsibilities, Not Resource
unit–owned, on-premise
technology. Nor will it lead
to a relaxation of central What Greater Business Responsibility
standards for information, What Greater Business Responsibility Entails
Does Not Entail
integration, and risk when
the value of integration + Business-Led Opportunity Identification – Rogue Local IT Staff
outweighs differentiation.
+B
usiness Responsibility for Processes, – “Servers Under the Desk”
Programs, and Change
– Unintegrated Data
+S
elective Business-Owned Technology
Sourcing – Security Risk
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While not a dedicated
IT role, line managers
THE IT–SAVVY BUSINESS UNIT MANAGER
in business units
will take increasing
responsibility for defining
their business unit’s
Key IT–Related Responsibilities Required IT–Related Skills
technology strategy and
procuring and managing ■■ Defines and translates business unit needs into ■■ Business case development
new services from the technology requirements in collaboration with ■■ Business domain analysis
cloud. business analysts
■■ Contract negotiation
■■ Works closely with process analysts to design
and improve business processes
■■ Market and competitor analysis
■■ Consequently, business unit
managers will require IT– ■■ Identifies new technology offerings such as cloud
■■ New technology evaluation
related skills in areas such as services based on business unit’s technology ■■ Organizational change management
basic requirements definition, requirements ■■ Product and vendor evaluation
project management, change ■■ Manages small projects specific to the business
management, product ■■ Project management
unit
evaluation, and vendor ■■ Project portfolio management
management.
■■ Negotiates contracts and manages relationships
with cloud providers for services used only ■■ Requirements management
by one business unit ■■ Risk/return analysis
Seniority and Organizational Location Possible Backgrounds and Hiring Sources

Experience in deploying and exploiting
technology; for example as a business sponsor
or IT project partner, or working in a business unit
Middle Management
with technology-enabled or data-driven products
Sourcing Difficulty
Business Multifunctional
Unit Shared Services
IT Vendor
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End-user provision
of devices and
A THIRD PLAYER IN IT
applications provides
a third alternative to End Users Acquire PCs and Mobile Devices Themselves
internal provision and
outsourcing.
■■ Market changes such as

37% 38%
the transformation of the Not Likely Within
desktop and the emergence to Happen Three Years
of consumer alternatives
create the opportunity for
end-user provision in select
areas.
■■ Organizations can take 26%

After More
advantage of these Than Three Years
opportunities in situations
Note: Does not equal 100% due to rounding.
where user flexibility is more
important than integration,
End Users Acquire Collaboration and Knowledge-Sharing Technologies Themselves
where users routinely
combine internal and
external information sources,
and where security concerns
are manageable.
■■ Examples may include 44% 42%

end-user devices and Not Likely Within
to Happen Three Years
tools for knowledge
sharing, collaboration,
and information analysis.
14%
After More
Than Three Years
n = 125 IT leaders.
Source: CIO Executive Board, The Future of Corporate IT: How to Prepare for Five Radical Shifts in IT Value, Ownership, and Role, Arlington, Va.:
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End users will become
increasingly technology-
THE IT–SAVVY END USER
savvy and capable of
procuring and managing
technology products
and services for personal
Key IT–Related Responsibilities Required IT–Related Skills
productivity and decision
making. ■■ Global teaming and remote collaboration
■■ Identifies new consumer technologies
for personal collaboration and knowledge ■■ Information insight generation
Other than greater sharing in the workplace
■■ ■■ New technology evaluation
awareness and confidence ■■ Understands IT standards and policies and
with technology, the complies with those while procuring and using
end users in 2015 will consumer technologies or applications
predominantly have ■■ Combines internal and external information
requirements and needs
sources, where security concerns are minimal
similar to current knowledge
workers and possess similar
skills. Seniority and Organizational Location Possible Backgrounds and Hiring Sources
No specific background or hiring source, but will
need experience with consumer technologies
and using technology to share knowledge and
inform decision making
Individual Contributor
Sourcing Difficulty
Unit End
Shared Services
Users
IT Vendor
“Employees will bring
their external networks
into their jobs. We must
accept that these networks reside
on external platforms.”
CIO
European Technology Company
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As IT becomes
embedded in business
CIO ROLE—WHAT NEXT?
services, service delivery
is externalized, and Future Roles for CIOs
business partner
responsibility rises, the
traditional CIO role may
split.
■■ Strategic and business- Executive Role at an Head of Multifunctional

facing CIO responsibilities External Provider Shared Services
will be taken by a head Develops new service Responsible for business-
of multifunctional shared offerings or manages service development and
development and provision and advising
services, while a less senior
operations business units on exploiting
technology leader oversees
technology
technology procurement, CIO Role in 2010
integration, and delivery.
Scale of Role
■■ Other career paths include Head of Business Process

leadership of business units Leverages central vantage
that derive competitive for business-process
advantage from technology, redesign and differentiation
business process ownership, Technology Leader
or establishing technology Oversees shared
alliances. technology operations, Business Unit Manager
vendors, and integration Leads business unit in
■■ Alternatively, some CIOs may within multifunctional exploiting technology
shared services Technology Venture for competitive advantage
take senior roles with
Capitalist
an external service provider.
Brokers introductions
and JVs with technology
startups
The technology-leader role is
discussed on the next page. The
multifunctional shared-service
role is discussed on page 41. Business Impact
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The technology leader
is responsible for IT
TECHNOLOGY LEADER
within the multifunctional
shared-services group.
■■ The technology leader serves Key Responsibilities New-to-World Skills

as a technical advisor and
technology provider to the
■■ Service strategy formulation
■■ Responsible for the team within the
service managers within multifunctional shared services group that
the multifunctional shared- designs, procures, and integrates technology Other Important Skills
services group. ■■ Supports the service managers by procuring ■■ Business case development
technology to enable business-service delivery
■■ The role will typically ■■ IT financial management
report to the head of
■■ Leads the technology brokers in identifying and ■■ IT governance formulation
multifunctional shared managing external providers and oversees the
integration of external technologies and services ■■ IT risk management
services and has less scope
or strategic impact than is ■■ Works with enterprise and service architects ■■ New technology evaluation
typical in the current CIO to define a technology architecture and manage ■■ Quality standards formulation
role. the legacy portfolio
■■ Stakeholder management
■■ Collaborates with the CISO and security
managers to define and enforce IT security
■■ Supplier relationship management
and governance controls ■■ Team management

Requires an IT operations and management
Senior Management background; most likely to have been a CIO
or CIO direct report or in a senior operational
role at an outsourcer
Sourcing Difficulty
IT IT Vendor
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The IT leadership team

will see significant
IT LEADERSHIP TEAM—WHAT NEXT?
change as some roles
increase in scope, others Likely Future Roles and Locations for CIO Direct Reports
diminish or evolve,
and most move to
multifunctional shared
services.
IT Strategist Head of Relationship Management
Likely to relocate to multifunctional Account management declines in
■■ Heads of applications, CIO
shared-services group as a strategist importance so the leadership role also
infrastructure, and or technology venture capitalist declines or evolves to lead service
relationship management management
will see the scope of their
roles diminish but have the
experience and skills to
Head of Applications Chief Architect
take other emerging senior
positions. May become the technology leader, Less focus on technology architecture
head of PMO, or technology venture and more on information, business,
capitalist; alternatively could take and service architecture; likely to be
■■ The scope of the PMO, a business unit leadership role or a located in multifunctional shared
chief architect, strategist, senior position at an external provider services
and CISO will expand as
these roles become part
of multifunctional shared
services.
Head of Infrastructure Head of PMO
May become the technology leader Expands to include non–IT related
or lead the service managers or projects and programs; likely to be
technology brokers; alternatively located in multifunctional shared
could take a senior position at an services and report to the head
external provider of that group
CISO
Role expands to cover non–IT
related risks; likely to be located in
multifunctional shared services and
report to the head of that group
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Prioritize roles and
skills development and
WHAT TO FOCUS ON FIRST
recruitment based on
which shifts described in
The Future of Corporate
IT you expect to occur
If You Are… Roles to Prioritize Skills to Prioritize
first at your organization.
1. Investing in ■■ Collaboration and social media ■■ Data warehousing
Information evangelist ■■ Information insight generation
Management and ■■ Information architect ■■ Information visualization
Collaboration ■■ Information insight guru ■■ Unstructured information analysis
■■ User-experience designer ■■ User-behavior analysis
2. Establishing End- ■■ Business architect ■■ Global teaming and remote

to-End Business ■■ Head of multifunctional shared services collaboration
Services ■■ Service architect ■■ Innovation
■■ Service manager ■■ IT financial management
■■ Service architecture development
3. Migrating ■■ Chief architect ■■ Contract negotiation

Applications or ■■ CISO ■■ Information policy formation
Infrastructure to the ■■ Cloud integration specialist ■■ Integration architecture development
Cloud ■■ Technology broker ■■ Usability design
■■ User-experience designer
4. Managing Rising ■■ Collaboration and social media ■■ Challenging

Business-Partner evangelist ■■ Communications
and End-User ■■ Cloud integration specialist ■■ Contract negotiation
Involvement in IT ■■ Information architect ■■ Information policy formation
Decision Making ■■ Information insight guru ■■ Integration architecture development
For more detailed analysis ■■ IT auditor ■■ Market and competitor analysis
of the impact of each Future ■■ Security manager
of Corporate IT shift see the
drivers of change section
starting on page 49.
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Organizations may
need up to a threefold
RAPID INCREASES REQUIRED IN KEY ROLES
increase in roles such as
information and business Most Significant Estimated Changes in Average Number of Positions Required by 2015
architecture.
■■ While technical expertise is Information Architect 250%

retained in architecture and
integration roles, the primary Business Architect 200%
location for roles related
to delivering applications Process Analyst 150%
and infrastructure will be
external, resulting in falls
IT Auditor 100%
of between 80% and 100%
in the numbers of these
roles remaining within the Business Analyst 50%
organization.
IT Strategist 50%
■■ The largest declines will likely
occur in organizations that
Service Manager 50%
are less information intensive
and do not have an extensive
legacy portfolio. Security Manager 50%
(83%) Test Manager
(83%) Software Developer
(90%) System Administrator
(100%) Network Administrator
(100%) Service Desk
Note: Estimates are for an organization with 250 FTEs in IT in 2010.
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IT is the most likely
background for staff in
FEWER ROLES WILL NEED A TECHNICAL BACKGROUND
only 28% of IT–related
roles. For another Percentage of Future IT–Related Roles by Most Likely Background
28% of roles, a non–IT
background is most
likely, while the rest can
be filled from either
28%
background. Non–IT
Background
■■ In most cases, an IT 44%

IT or Non–IT
background means Background
experience in IT
management or
architecture. A technical 28%
IT Background
background is most likely
for only 12% of the roles.
This percentage may be
higher in information-
intensive organizations
and organizations with an
extensive legacy portfolio. 48%
■■ Most-likely background is
determined by analyzing
where the most important
skills required for the role
are likely to be developed.
This does not mean that
staff with other backgrounds
cannot fill a role, but they 12% 12% Only 12% of future IT–
will have to fill larger gaps in related roles are most likely
to be filled by staff with a
required skills or experience.
technical background.
IT Architecture Technical
Management

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Seven IT–related roles

will be difficult to source
MOST-LIKELY BACKGROUNDS FOR FUTURE
from within IT as they
require backgrounds
IT–RELATED ROLES
elsewhere in the business
or in specialist external IT is the sole likely
roles such as consulting. background in only six roles
■■ Business backgrounds IT
include general line of ■■ Chief architect
business management, ■■ Cloud integration
finance, procurement, specialist
or legal.
■■ Enterprise architect
■■ IT auditor
■■ IT strategist
■■ Specialized backgrounds Specialized External ■■ Service architect IT or Business
are diverse, typically do not Sources or IT ■■ Head of
occur within corporations, ■■ Business analyst multifunctional
and include consulting,
■■ CISO shared services
■■ Program manager ■■ Head of PMO
statistical analysis, library ■■ Security manager ■■ IT financial
science, usability design, ■■ Solution architect manager
Any
and law enforcement. ■■ Technology leader
■■ Service manager
■■ Business architect
Three roles are
■■ Project manager
Specialized External Business
likely to be found Sources ■■ Technology broker Seven roles are
only in external ■■ Information insight
enabler
unlikely to be
organizations
■■ Process analyst filled by staff with
such as ■■ User-experience IT backgrounds.
consultants or guru
Business or
vendors. Specialized External
Sources
■■ Account manager
■■ Collaboration
For more analysis on the and social media
potential backgrounds for each evangelist
■■ Information
role, see page 68–76 in the
architect
appendix.
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With many technical roles
externalized and a shift
ONE SKILL, MANY ROLES
of focus toward business
services, most roles will Future IT–Related Skills Required in the Most Number of Roles
require risk-management, By Number of Roles
strategy, governance, or
relationship-management Business-
skills. Relationship
Management Risk Management and Security Strategy and Governance Opportunity Identification
■■ The expansion of the security

10
perimeter will increase the
demand of risk-management 9
and security skills.
8 8 8
■■ The emergence of the
multifunctional shared- 7
services organization
6 6 6
will lead to demand of
relationship management, 5
strategy, and governance
skills in many roles.
Stakeholder IT Risk IT Risk IT Standards, Risk/Return Business- IT Business- New- Consulting

Management Assessment Management Procedures, Analysis Strategy Governance Domain Technology
and Policies Formulation Formulation Analysis Evaluation
Formulation
n = 31.

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More than 20% of IT–

related skills will become
SKILLS NEEDED EVERYWHERE
generalized as they will
be needed in multiple Percentage of Future IT–Related Skills by Location
locations in IT, business
units, and multifunctional
shared services.
27% 12%
■■ The generalized skills include Multifunctional IT
basic capabilities to define Shared Services
requirements, manage projects, 8%
and work with vendors. IT or External
Provider
■■ IT leaders should focus on

organization-wide training
7%
efforts to develop these Multifunctional
generalized skills. Shared Services
or Business Units 25%
External Provider
21%
Generalized
Skills (needed
in all locations)
Opportunity Identification External Provider Management Project and Program Delivery

■■ New technology evaluation ■■ Product and vendor evaluation ■■ Project execution
■■ Business case development ■■ Contract negotiation ■■ Project management
Business Process Management ■■ Software licensing ■■ Project reporting
■■ Business domain analysis ■■ Supplier relationship ■■ Project tracking
“The basics of project management ■■ Requirement management
Strategy and Governance
management—the ■■ Vendor management ■■ Requirements definition
■■ Business scenario development
ability to organize and
Risk Management ■■ OLAP programming
plan work—will be critical in many Applications Delivery
■■ Risk/return analysis ■■ Stakeholder management
roles.” ■■ Functional requirements
CIO analysis
■■ Team management
Global Food Company
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As a result of the five
shifts, certain skills will
SKILLS TO GROW, MAINTAIN, OR EXTERNALIZE
grow in importance while
others will have stable
or declining importance
Category Skills to Grow Skills to Maintain Externalized Skills
within the organization.
Architecture ■■ Integration architecture ■■ Solution architecture ■■ Network architecture
development development development
■■ Grow skills are skills that will ■■ Enterprise application ■■ Business architecture ■■ Infrastructure architecture
increase in importance in integration development development
■■ Enterprise architecture
the future to meet new and
development
evolving business needs. ■■ IT architecture development
■■ Technical change management
■■ Maintain skills are skills that
Applications ■■ Usability design ■■ Application portfolio ■■ Application design/architecture
will have a similar importance
Delivery ■■ Agile development management ■■ Application development
in the future as they have ■■ Functional requirements analysis ■■ Programming
today. ■■ Usability testing ■■ Application deployment
■■ Application maintenance
■■ Externalized skills are skills ■■ Test planning
that are likely to migrate ■■ Software testing
to external providers. ■■ Quality assurance
Business Process ■■ Business process modelling ■■ Business process analysis
Management ■■ Business process improvement and design
■■ Business domain analysis
Business ■■ Challenging ■■ Account management
Relationship ■■ Communications
Management ■■ Stakeholder management
External-Provider ■■ Product and vendor evaluation ■■ Vendor management
Management ■■ Contract negotiation ■■ Consulting
■■ Supplier relationship
management
Information ■■ Information architecture ■■ Information policy formation ■■ Database design
Management development ■■ Information systems design ■■ Database management
■■ Information visualization ■■ Information modelling ■■ Database programming
■■ Information integration ■■ Information asset management
■■ Unstructured information ■■ Information taxonomy creation
analysis ■■ Data warehousing
■■ Information analysis and insight ■■ Data mining
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(CONTINUED)
Infrastructure ■■ IT operations management ■■ Server administration
Management ■■ Software licensing ■■ Infrastructure maintenance
■■ Capacity management
■■ Data center management
■■ Legacy system maintenance
■■ Network design
■■ Network control
■■ Network operation
■■ Network support
■■ Performance and availability
management
■■ Server virtualization
■■ Storage engineering and support
■■ Systems installation and
decommissioning
Opportunity ■■ Innovation ■■ Business case development
Identification ■■ Market and competitor analysis
■■ User-behavior analysis
Project and ■■ Global teaming and remote ■■ Project portfolio management ■■ Staff resource management
Program Delivery collaboration ■■ Program management
■■ Organizational change ■■ Requirements management
management ■■ Requirements definition
■■ Project reporting
■■ Project tracking
■■ Project execution
■■ OLAP programming
■■ Project management
■■ Quality management
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(CONTINUED)
Risk Management ■■ IT standards, procedures, and ■■ Business risk management
and Security policies formulation ■■ IT risk assessment
■■ Information security ■■ IT risk management
management ■■ IT security management
■■ IT audit ■■ IT control
■■ Quality standards formulation
■■ Risk/return analysis
Service ■■ Service architecture ■■ IT continuity management ■■ Incident management
Management development ■■ Help desk management
■■ Service strategy formulation ■■ Configuration management
■■ IT service pricing ■■ Problem management
■■ Event management
■■ Technical resource management
Strategy and ■■ IT financial management ■■ Business scenario development
Governance ■■ IT governance formulation ■■ Business strategy formulation
■■ IT strategy formulation
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KEY FINDINGS
1. As a result of the five shifts described in The Future of Corporate IT, the IT strategist, service manager, and information architect roles
will see the greatest rise in importance.
2. Demand for these roles as well as for roles in security and business architecture will more than double before 2015.
3. The adoption of cloud computing, service management, and a focus on information management and collaboration will lead to the
emergence of seven critical new IT–related roles, including head of multifunctional shared services, technology broker, collaboration
evangelist, and service architecture.
4. New skills will emerge related to information visualization and usability, service delivery, unstructured information management,
and integrating cloud services.
5. IT strategy, governance, architecture, and project management roles traditionally found in IT will migrate to business units and
a multifunctional shared services organization.
6. Business unit managers will require IT–related skills in areas such as basic requirements definition, project management, change
management, product evaluation, and vendor management.
7. A technology leader reporting to the head of multifunctional shared services will oversee technology acquisition and integration
and provide guidance on technology strategy but will have less scope or strategic impact than current CIOs.
8. The primary location for roles related to delivering applications and infrastructure will be external, resulting in falls of between 80%
and 100% in the numbers of these roles remaining within the organization.
9. Only 28% of IT–related roles will require an IT background and only 12% will require a technical background.
10. Seven IT–related roles will be difficult to source from within IT as they require backgrounds elsewhere in the business or in specialist external
roles such as consulting. The roles include account manager, technology broker, user experience designer, and information architect.
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Appendix: The IT
Introduction
Framework
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39
The adoption of cloud

computing, service
SEVEN NEW-TO-WORLD ROLES RELATED TO IT
management, and a
focus on information
management and
collaboration will lead to
the emergence of seven
Seniority Role Description
critical new IT–related
roles.
1. Head of Multifunctional Shared Services—Responsible for multifunctional
shared-service strategy and architecture, and managing the shared-service
group, including IT
Senior Management
2. Collaboration and Social Media Evangelist—Responsible for understanding

drivers of collaborative behavior and creating, managing, and developing
a collaboration and social media strategy
3. Service Architect—Integrates business, information, and technology
architecture to create a service architecture for each business service
4. Technology Broker—Acts as broker for introducing new technologies and
Middle Management vendors to business units, the multifunctional shared-service group, and
the remaining IT organization; manages spend with all providers in a given
category such as infrastructure or applications
5. Cloud Integration Specialist—Responsible for integrating cloud services

such as applications and infrastructure services into the organization’s
IT environment
6. Information Insight Enabler—Supports business unit heads, service
managers, and knowledge workers with insights, business intelligence,
and management reports for effective decision making
Individual Contributor 7. User-Experience Designer—Designs and configures user-centric interfaces
for in-house and cloud applications based on business and end-user
requirements
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The head of
HEAD OF MULTIFUNCTIONAL SHARED SERVICES
services owns the
shared-service strategy
and architecture and
manages the shared-
Key Responsibilities New-to-World Skills
services group, including
IT. ■■ Coordinates with BU heads and service ■■ Service strategy formulation
managers to develop and implement a business- ■■ IT service pricing
service strategy
■■ The role works with the ■■ Service architecture development
business unit leaders to
■■ Manages portfolio of shared services related
understand needs and to PMO and change management, business Other Important Skills
communicate service analytics, sourcing, contracting, etc.
and technology changes.
■■ Business architecture development
■■ Identifies service-improvement and innovation
opportunities and oversee the creation of service ■■ Business scenario development
■■ The skill set of the roadmaps ■■ Global teaming and remote collaboration
head of multifunctional ■■ Ensures that risk-management and security- ■■ Innovation
shared services includes
compliance policies are in place
the traditional core ■■ IT financial management
competencies of CIOs.
■■ Acts as an advisor to BUs on exploiting
technology
■■ Organizational change management
■■ Risk/return analysis
■■ Manages financial and operational aspects
For full details, see the head of
of the multifunctional shared-service group ■■ Stakeholder management
multifunctional shared services
job description on the CIO ■■ Team management
Executive Board Web site.
Likely to have an IT operation and management
“Our board is Senior Management
or service management background; most likely to
discussing a
be found in a senior leadership role in a corporation
services model. Any of the current Sourcing Difficulty
functional executives could lead
this group, so it is getting very
political.” Business Multifunctional
CIO
European Manufacturer
IT Vendor
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Seven New-to-World IT Roles 41

The collaboration and

social media evangelist
COLLABORATION AND SOCIAL MEDIA EVANGELIST
is responsible for
understanding drivers
of collaborative behavior
and creating, managing,
and developing a
collaboration and social ■■ Analyzes user behavior to understand workflows ■■ Market and competitor analysis
media strategy. and collaboration needs ■■ User-behavior analysis
■■ Establishes collaboration and social media
strategy Other Important Skills
■■ The role conducts in-
depth analyses of end-user ■■ Encourages adoption of relevant collaboration ■■ Business case development
workflows and drivers of and social media tools and techniques ■■ Business domain analysis
collaborative behavior ■■ Advocates for adoption of collaboration tools
to identify priorities and ■■ Information policy formation
develop user segments. ■■ Creates and delivers end-user awareness ■■ New technology evaluation
and training programs
■■ Organizational change management
■■ The role coordinates with ■■ Establishes collaboration and social media usage
internal stakeholders in policies and procedures ■■ Risk/return analysis
business units to deploy ■■ Stakeholder management
collaboration and social
media capabilities.
■■ Usability design
For full details of this role, see Seniority and Organizational Location Possible Backgrounds and Hiring Sources
the collaboration and social Likely to have a background in business, marketing,
media evangelist job description communications, or behavioral science such
on the CIO Executive Board as anthropology, organizational behavior, or
Web site. Middle Management
psychology; more likely to be found in a consultant
or other specialized role than in a corporation
“We need to market Sourcing Difficulty
collaboration
capabilities and help Business Multifunctional
users understand there is more Unit Shared Services
beyond e-mail.”
CIO IT Vendor
Global Food Company
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The service architect
is responsible for
SERVICE ARCHITECT
integrating business,
information, and
technology architecture
to create service
architecture for each
business service. ■■ Develops service architecture in support ■■ Global teaming and remote collaboration
of service strategy ■■ Service strategy formulation
Service architects collaborate
■■ Serves as liaison and partner to other architects
■■ ■■ Market and competitor analysis
with business, information, such as business, IT, information, and enterprise
and technology architects to ■■ Defines service delivery and success measure
understand the implications in coordination with the service manager Other Important Skills
on service architecture.
■■ Business architecture development
■■ They work closely with ■■ Business domain analysis
service managers to
determine the objectives and
■■ Business Process modeling
performance parameters of ■■ Challenging
each service. ■■ Communications
■■ Information architecture development
■■ Integration architecture development
■■ IT architecture development
■■ Requirement management

Likely to combine experience as an architect
with roles that provide business exposure
Middle Management Sourcing Difficulty
For full details of this role,
see the service architect
job description on the CIO
Executive Board Web site. Business Multifunctional
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The technology broker is

responsible for managing
TECHNOLOGY BROKER
spend with all providers
in a given category such
as infrastructure
or applications. ■■ Understands business needs and translate those ■■ Global teaming and remote collaboration
into technology capabilities ■■ Market and competitor analysis
■■ Identifies new and existing technology offerings
■■ Technology brokers will Other Important Skills
available in the market or in-house
introduce new technologies
and vendors to business ■■ Negotiates contracts and manages relationships ■■ Business case development
units, the multifunctional with multiple vendors for a category of IT spend ■■ Business domain analysis
shared-service group, ■■ Creates and maintains a catalog of technology
and the remaining IT
■■ Communications
services
organization. ■■ Contract negotiation
■■ Defines service-level agreements to monitors
vendor performance ■■ Integration architecture development
■■ The role would work
closely with a procurement
group located elsewhere ■■ Product and vendor evaluation
in multifunctional shared ■■ Requirements management
services on contract
negotiation and compliance. ■■ Risk/return analysis
■■ Software licensing
For full details of this role, ■■ Stakeholder management
see the technology broker
job description on the CIO Seniority and Organizational Location Possible Backgrounds and Hiring Sources
Likely to have a background in sales or business
development at a technology service provider;
“We will become Middle Management alternatively, may have a procurement background
technology brokers. or extensive experience managing programs that
Our job will be to know relied on external providers for delivery
what the business needs, find the Sourcing Difficulty
right offering in the market, and
then integrate.” Business Multifunctional
CIO
Global Media Company
IT Vendor
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The cloud integration
specialist is responsible
CLOUD INTEGRATION SPECIALIST
for assimilation of
cloud services (both
applications and
infrastructure) into the Key Responsibilities New-to-World Skills
existing IT environment.
■■ Collaborates with business unit leaders, service ■■ Global teaming and remote collaboration
managers, and technology brokers to evaluate ■■ Service architecture development
■■ The role provides advice new cloud service offerings and determine
and support to technology integration needs Other Important Skills
brokers, service managers, ■■ Coordinates with enterprise and information
and business unit leaders ■■ Application design/architecture
architects to ensure new cloud services align
in integrating new cloud to technology roadmap ■■ Business process analysis
services.
■■ Works closely with business process analyst ■■ Enterprise application integration
to ensure that integration activities improve ■■ Functional requirements analysis
business processes
■■ Integration architecture development
■■ Coordinates testing efforts to identify and
resolve any cross-functional integration issues
■■ Requirements management
For full details of this role, see ■■ Supplier relationship management
the cloud integration specialist
Experience in developing, deploying, and
“Our business units maintaining integration solutions; most likely
want greater flexibility; to come from EAI or middleware implementation
this means a wider background such as EAI/Integration developer
variety of technologies, many Individual Contributor
Sourcing Difficulty
of which will be in the cloud.
As a result, we will need fewer
technicians and integrators.” Business Multifunctional
Head of Applications Unit Shared Services
European Retailer
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The information insight

enabler is responsible
INFORMATION INSIGHT ENABLER
for supporting BU heads,
service managers, and
knowledge workers
with insights, business
intelligence, and
management reports for ■■ Understands the decision-making process and ■■ Market and competitor analysis
effective decision-making the workflows of business unit heads and service ■■ Information insight generation
process. manager
■■ Information visualization
■■ Identifies knowledge worker’s information needs
■■ Unstructured information analysis
■■ A subset of the skills ■■ Represents information in a user-friendly manner
required in this role are the ■■ Identifies trends and patterns; generates insight Other Important Skills
same as those often found in for business units and senior leadership
data analysts. Consequently, ■■ Business domain analysis
data analyst is the most
■■ Develops framework and process to analyze ■■ Data mining
common background for the unstructured information
■■ Data warehousing
information insight enabler ■■ Performs market and customer research and
role. analysis and creates dashboards and scorecards ■■ Functional requirements analysis
■■ Global teaming and remote collaboration
■■ Information taxonomy creation
■■ Information modeling
For full details of this role, see
the information insight enabler
Executive Board Web site. Seniority and Organizational Location Possible Backgrounds and Hiring Sources
Likely to have a background in market or
“Right now, we have financial research or in analytics or statistics
lots of people who can Sourcing Difficulty
build reports. In the Individual Contributor
future, I will need people who help
business partners find the right
insight.” Business Multifunctional
CIO Unit Shared Services
U.S. Construction Company
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A user-experience guru
collaborates with service
USER-EXPERIENCE GURU
managers and end
users to understand and
improve user experience
and workflow for new ■■ Analyzes business and functional requirements ■■ Information visualization
and existing applications. ■■ Creates user-centered design ■■ User-behavior analysis
■■ Improves the user experience ■■ Usability design
■■ The role designs and ■■ Visualizes and presents information in a user-
configures user-centric Other Important Skills
friendly manner to end users
interfaces for in-house ■■ Agile development
and cloud applications.
■■ This enables end users ■■ Functional requirements analysis
to access, visualize, and ■■ Information architecture development
navigate information and
analytics with ease. ■■ Requirements management
■■ The skills required in this
role match the primary skill
sets of business analysts,
data analysts, and software Likely to have a specialist background in
developers. behavioral science, graphic design, or product
design; more likely to be found in a consultant
or other specialized role than in a corporation
Individual Contributor
Sourcing Difficulty
IT Vendor
For full details of this role,
see the user-experience guru
job descriptions on the CIO
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Appendix: The IT
Introduction
Framework
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49
The focus on information

management over
ARCHITECTURE AND COLLABORATION TO THE FORE
business process as a
future source of value
from IT will increase
the importance of
architecture roles and Shift 1— Skills Impact Existing Roles with Increased
require new roles to help Information Importance
42%
knowledge workers share Over Process Skills
■■ Chief architect
Impacted
and analyze information.
■■ CISO
■■ Information architect
■■ In addition, the focus on
■■ Security manager
stationary as well as transient
■■ Solution architect
data will see security-related 58%
Skills Not
roles rise in demand. Impacted New Roles
■■ Collaboration and social media
Resulting IT Skill Gaps evangelist
Information Management ■■ Head of multifunctional shared
■■ Data mining services

■■ Data warehousing ■■ Information insight enabler
■■ Information insight generation ■■ User-experience guru
Opportunity Identification
Definition: Information Over ■■ User-behavior analysis
Process
The competitive advantage
from information technology
shifts toward customer
experience, data analytics, and
knowledge worker enablement.
Consequently, information-
management skills will rise in
importance relative to business-
process design.
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Delivering IT as business
services and migrating
THE RISE OF THE SERVICE MANAGER
the IT organization to a
multifunctional services
group will expand
the remit of service
managers and change the Shift 2—IT Skills Impact Existing Roles with Increased
responsibilities of many Embedded Importance
53%
architects. in Business Skills
Services Impacted ■■ CISO
■■ Enterprise architect
■■ Service managers will take
■■ Service manager
on additional responsibilities
as they evolve beyond the New Roles
traditional infrastructure- 47% ■■ Head of multifunctional shared
Skills Not
management responsibilities. services
Impacted
■■ Service architect
■■ For architects, the dividing Resulting IT Skill Gaps ■■ User-experience guru
line between the architecture External-Provider Management

they are responsible for and ■■ Contract negotiation
the architecture the service

manager looks after will ■■ Innovation
change. ■■ Market and competitor analysis
Project and Program Delivery

■■ Global teaming and remote
collaboration
Service Management
Definition: IT Embedded ■■ Service architecture development
in Business Services
Centrally provided applications ■■ IT financial management
and infrastructure will be

embedded in business services
and delivered by a business
shared-services organization.
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Drivers of Change 51
With greater
externalization of
FROM DELIVERY MANAGERS TO TECHNOLOGY BROKERS
technology delivery,
technology brokers and
AND INTEGRATORS
integration experts will
replace many traditional
delivery roles. Shift 3— Skills Impact Existing Roles with Increased
Externalized Importance
Service ■■ CISO
35%
■■ With greater reliance on Delivery Skills Not
■■ Chief architect
external providers, supplier ■■ IT strategist

Impacted
management skills will 65% ■■ Service manager
Skills
increase in importance in the New Roles
Impacted
dedicated technology broker ■■ Cloud integration specialist
role and in many other roles ■■ Technology broker
across the organization. Resulting IT Skill Gaps ■■ User-experience guru
Application Delivery
■■ With the outsourcing of back- ■■ Usability design
office operations, skills such

Architecture
as business process analysis ■■ Integration architecture
and design and requirement
development
gathering and management
will reduce in demand. External-Provider Management
Information Management
■■ Information policy formation
■■ Market and competitor analysis
Definition: Externalized Service Project and Program Delivery

■■ Organizational change
Delivery
management
Delivery will be predominantly
externalized as vendors expand Service Management
service provision and internal
resources become brokers, Strategy and Governance
not providers. ■■ IT financial management
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www.cio.executiveboard.com Source: CIO Executive Board, IT Roles and Skills Assessment Framework.

CIO6909710SYN-CEB
Greater business-partner
responsibility places
BECOMING A TRUSTED ADVISOR
greater emphasis on
security, governance,
and integration skills as
well as roles to advise
business partners on Shift 4— Skills Impact Existing Roles with Increased
technology strategy Greater Importance
and opportunities. Business- ■■ Business architect
51%
Partner Skills
■■ CISO
Responsibility Impacted ■■ Information architect
■■ IT auditor
■■ At the end-user level, this
shift will see the development 49%
Skills ■■ Security manager
of skills and roles that will
Not Impacted ■■ Solution architect
focus on enablement of
collaboration, harnessing the Resulting IT Skill Gaps New Roles
power of social media, etc. Application Delivery ■■ Cloud integration specialist
■■ Usability design ■■ Collaboration and social media
■■ Usability designing and evangelist

Architecture
testing as a skill will also ■■ Information insight enabler
■■ Integration architecture
increase in importance. ■■ User-experience guru
development
External-Provider Management
■■ Challenging
Definition: Greater Business- ■■ Communications
Partner Responsibility ■■ Market and competitor analysis
Business unit leaders and end

users will play a greater role ■■ Organizational change
in obtaining and managing
management
technology for themselves,
where differentiation has more
value than standardization.
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Drivers of Change 53
Traditional IT roles such

as project/program
THE CENTER CANNOT HOLD
management, vendor
management, etc., will
migrate into business
roles.
Shift 5—The Skills Impact Existing Roles with Increased
Unbundling Importance
■■ The combined effect of the of IT ■■ CISO
37%
four earlier shifts will be the Skills ■■ IT auditor
emergence of generalized Impacted ■■ Security manager
skills that were traditionally ■■ Solution architect
associated with IT. 63%

■■ Vendor manager
Skills
New Roles
Not Impacted
■■ Collaboration and social media
Resulting IT Skill Gaps evangelist

■■ Information insight enabler
■■ Usability design ■■ User-experience guru
Architecture
development
Definition: The Unbundling ■■ Information policy formation
of IT
IT roles will embed in business ■■ Market and competitor analysis
services, evolve into business

roles, or be externalized. The ■■ Organizational change
remaining IT roles will be
management
housed in a business shared
service group. The CIO position
will expand to lead this
group or shrink to manage IT
procurement and integration.
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Appendix: The IT
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55
Most IT organizations
have short-term plans
STAFF PLANNING BEYOND IMMEDIATE NEEDS
to fill skills gaps through
development or hiring, Differences Between Staff Planning and Strategic Workforce Planning
but only a minority have
longer-term workforce
plans. Staff Planning Strategic Workforce Planning
Objective To identify and fill staffing gaps that To identify and address workforce and
will enable successful execution organizational gaps that will enable
of annual business plans successful execution on strategic
objectives
Planning Aligns with annual business and Aligns with strategic decisions—
Timeline budget plan—annual outlook with typically three- to five-year outlook
six-month check-in with annual check-in
Inputs ■■ Annual business plans ■■ Strategic plans

■■ Forecast of staffing needs ■■ Labor market analysis
■■ Data on current staff and skills ■■ Organizational review
■■ Strategy-based scenario planning
and forecasting
Output Staffing and recruiting plan and Workforce action plan (talent
budget requests to fund specific management strategy, outsourcing
positions plan, and organizational/job redesign
plan)
Prevalence 90%+ 39%

in IT
Organizations
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www.cio.executiveboard.com WORKFORCE IDENTIFY COMMUNICATE SET
IDENTIFY MOVE HIGH- DEVELOP
PLANNING: IMPACT EMERGING EXTERNALIZATION
CHANGE DRIVERS POTENTIAL STAFF NEW SKILLS
© 2010 The Corporate Executive Board Company. INTRODUCTION ON TALENT SKILL NEEDS GOALS
CIO6909710SYN-CEB
Strategic workforce
planning anticipates and
STRATEGIC WORKFORCE PLANNING
fills skills gaps created
by strategic change.
Identify Identify Impact Communicate

Change Drivers on IT Talent Emerging Skill Move High-Potential Staff
Needs
Increase the visibility of
HIPO staff to encourage
mobility.
Cascade Segment talent Define as-is and Market Data Management (MDM):
A Case Study
workforce plans by those who to-be profiles for
from strategy impact strategy key roles.
The Effect of Outsourced MDM
and drivers of and those who
On a Global Securities Firm
external change. strategy impacts.
Set Externalization Goals
Set and track externalization

goals for commodity roles.
Iverson Financial Systems

August 2002
Develop New Skills
Use development resources

from the CIO Executive
Board.
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Tactics to Fill IT Talent Gaps 57

Cascade forward-looking
workforce needs into
CASCADE WORKFORCE PLANS
training, recruitment,
and development.
FROM STRATEGY
Annual Workforce-Planning Cycle
■■ General Mills IT uses an
annual workforce-planning
process to ensure it develops Functional
IT Strategic
and hires for the skills IT Strategic
Workforce Six IT functional leaders identify challenges, trends,
Plan IT Strategic
required to meet its three- ITPlan
Strategic
Plans
ITPlan
Strategic and objectives for the next three to five years and
to five-year strategic goals. Plan
Plan determine the likely talent implications.
■■ The process starts with

workforce plans developed
by each IT sub-function The IT leadership team rolls up the functional plans
(applications development, IT Workforce into a single long-term view of IT skills needs. This
global infrastructure, etc.). To Plan is fed back into the IT strategic plan.
increase functional manager
input and ownership, the
workforce- planning process After the performance-review cycle, the leadership
is separate but connected to Workforce team assesses skills gaps at individual contributor
the IT strategic plan. Assessment and manager levels and identifies steps to fill the
gaps.
■■ The functional workforce
plans are consolidated into Action Steps
a single plan and used to
guide a gap-analysis process
that follows the annual
performance-review cycle. Individual The action steps include training plans, recruitment
Training Plan Recruitment Development by IT managers, and development goals for
■■ The gap analysis leads to Plans specific individuals.
action steps that are tracked
through each manager’s
performance objectives. Managers are held accountable through their
Manager Performance Objectives objectives for completing the action steps.
Source: General Mills, Inc.

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Use workforce-
planning questions
FIVE KEY QUESTIONS FOR STRATEGIC
that push thinking
beyond immediate skills
WORKFORCE PLANNING
shortages to focus on
how the talent bench
should change to support
strategic goals. 1. What are the organization’s primary challenges and key objectives in the next three to five years?
■■ Each senior IT manager Examples: Vendor consolidation; leveraging the global workforce
at General Mills uses five
questions as part of an
annual workforce-planning 2. How might external factors (e.g., economic, technologic, competitive, compliance) affect IT in this time period?
exercise.
Examples: Compliance and reporting; global vendor execution; regulatory ramifications in other countries
3. What are the primary challenges and key external factors for your functional area in this time period?
Examples: Support for personal technology; broad and complex range of technologies; need for a flexible environment
4. How will these challenges and external factors affect the skills, behaviors, and talent that will be needed by your
functional area?
“The workforce- Examples: Be better strategic business partners; better process organization; better work planning and transparency
planning process gives
us space to
5. What actions are needed to address these gaps? What will you do differently in retention, development,
systematically identify and
and recruiting to ensure you have and will continue to have high-quality, diverse employees with the skills
address potential skills gaps.
to provide excellent service to accomplish your objectives?
It means we can develop our
people faster and ensure IT has Examples: Refocus on soft skills and strong technical skills; do not settle for lower skills in existing employees;
the skills to meet our long-term continue college recruiting
goals.”
Sue Simonett
VP, Global Infrastructure Services
General Mills, Inc.
Source: General Mills, Inc.
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Start workforce planning

by identifying the talent
SEGMENT TALENT BY STRATEGIC IMPACT
segments most critical
to strategy execution, Strategy-Critical Roles Strategy-Impacted Roles
as well as the talent most
impacted by the strategy.
Strategic Talent Requisite Talent
■■ For critical roles, focus E.g., research scientist, commercial business analyst E.g., IT programmer, order processor
on identifying and closing Characteristics Characteristics
future talent gaps. For ■■ Specialized skills or knowledge (IP) ■■ No specialist skills or knowledge
strategy-impacted roles, Limited impact on business performance
■■ Valuable externally and internally ■■
focus on how to deliver
■■ Direct impact on revenue or business performance ■■ No external customer touchpoints
noncritical roles more cost-
effectively and better align
talent resources with the Core Talent Noncore Talent
organization’s strategy. E.g., supply chain specialist, process improvement E.g., telecoms analyst, broadband analyst,
analyst administrator
■■ Corning focuses on the
Characteristics Characteristics
employee roles most
■■ Essential role for strategy or business process ■■ Key skills or knowledge made redundant by a shift
important for strategy
execution in strategy
execution as well as
the employee roles
■■ Skills or knowledge not directly transferable ■■ May possess skills relevant for other roles
most impacted by the to other organizations ■■ Limited internal and external touchpoints
implementation of the ■■ Limited direct impact on revenue
organization’s strategy.
■■ Corning also focuses on non- Workforce-Planning Session

leadership strategic talent Key Takeaways
Inputs to Segmentation
and core talent that is at risk ■■ Identify future talent gaps for
because it is not identified
■■ Business strategy critical roles.
and managed through the ■■ Staffing costs data
■■ Define mandates and
General HR Business actions for targeted roles.
succession-planning process. ■■ Skills data by role
Manager Partner ■■ Prioritize talent investments.
Source: CLC Human Resources, Identifying and Responding to Strategic Talent Needs, Washington D.C.:
The Corporate Executive Board Company, 2007.
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Define future success
profiles for key positions
PROFILING FUTURE SKILLS NEEDS
based on current
requirements and Creation of Success Profiles Chief Information Officer Success Profile
emerging needs. Illustrative1
Essential Experience Critical Knowledge

■■ Use internal and external
Industry and Function Market and Environment
resources as inputs to create ■■ Enablement of business ■■ Extensive knowledge
success profiles for critical 1. Interviews and focus groups with

strategy through technology of key markets
Technical and Professional
roles and role families. incumbents of key roles Role Challenges ■■ Methods and tools to conduct
■■ Led significant change process
Unique Input: Compiles position IT requirement analyses
■■ Consider the business incumbents’ unique perspectives on Competencies Personal Styles
context and how it may current and future role requirements ■■ Business acumen Enablers: Even-tempered and calm
evolve in the medium to long based on their intimate knowledge ■■ Change leadership in crisis; independent thinker and
term in determining critical of changing customer needs
■■ Reading the environment strong decision maker
role requirements. Derailers: Discomfort with ambiguity
2. Internal surveys of role incumbents’ Level of Work
direct managers, peers, and direct
■■ Reevaluate future role Strategic Delivery
reports ■■ Turn strategic direction into operational reality through the design
requirements frequently
Unique Input: Offers a secondary and development of new systems, products, and services that impact
as priorities and business a major part of the organization.
perspective of critical roles’ day-to-
demands change. ■■ Maintain an emphasis on maximizing the value created in the
day activities and responsibilities marketplace.
from colleagues who work
Internal Leadership Imperatives
with role incumbent daily
Short Term Long Term
3. External benchmarking data
Current Requirements
Future Requirements
■■ Manage and drive change. ■■ Build depth and diversity of talent.
Unique Input: Provides an alternate ■■ Enhance operational excellence. ■■ Drive toward vision.
■■ Protect and grow core product ■■ Drive growth.
point of view on how other and customer assets.
companies structure the role and
Leadership Results
shows performance gaps with
competitors Short Term Long Term
■■ Manage risk across ■■ Develop new products and
the organization. services.

■■ Minimize legal problems. ■■ Enter a new market.
■■ Prioritize organizational needs ■■ Manage supplier and contractor
during budgeting. relationships.

■■ Reduce costs. ■■ Prepare successors.
1
The data in the sample success profile is based on a more comprehensive profile.
Source: CLC Human Resources, “Australia Post’s Future-Focused Leadership Development Strategy,” Managing Leadership Performance Risks, Arlington, Va.:
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Regularly assess the

ability and readiness
SET EXPECTATIONS AROUND REQUIRED
of HIPO staff to move
to new positions to set
CRITERIA TO BE MOVE-READY
appropriate manager
expectations around Move-Ready Checklist
HIPO mobility and avoid
talent hoarding. Position Requirements (All items must be checked to be considered
move ready.)
HIPOs understand when they
A leader in the target population will be able to move so they
■■ The move-ready checklist
do not get disappointed with
assesses requirements of In a HIPO pool
their trajectory.
the position, development Been in current position at least two years
progress, and the effect Received performance ratings of “meets” or “exceeds” expectations
of a potential move
in the past two review appraisals
on the business.
Development in Current Position (The more criteria checked, the more
likely the person is move-ready.)
Current position does not provide a significant number of new
initiatives for HIPO
Current position does not stretch HIPO in several aspects, which
may include accomplishing tasks outside their area of expertise,
aggressive performance targets, tight deadlines, competing agenda,
dealing with crises, and rapidly changing requirements
HIPO does not have opportunities to teach coworkers how
to do a part of their jobs in which he or she has the expertise
HIPO may be at risk of leaving if option of movement is not offered
Impact of HIPO’s Move on the Business (The more criteria checked,

Business leaders understand
the more likely the person is move ready.)
that HIPOs will not be moved
Business-critical initiatives will not be jeopardized if the talent moves without meeting requirements.
HIPO has at least one successor ready to assume the vacancy
Impact of HIPO’s departure on his or her team can be mitigated
Source: CLC Human Resources, The Disengaged Star: Four Imperatives to Reengage High-Potential Employees, Arlington, Va.:
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Increase the visibility
of HIPO talent and the
EXPOSE HIPOs AND BUSINESS LEADERS
breadth of their networks
to facilitate movement
TO EACH OTHER
across the business units
and multifunction shared- Informational Networking Exploratory Discussions
Illustrative
services group.
The Role of the High-Potential The Role of the Senior Executive Three Keys to Meeting HIPO
Employee Leader and Business-Leader
■■ Partner with a talent broker ■■ Support high-potential employee Expectations
to create a networking plan. exploration and movement.
1. Prioritize Internal Talent
■■ Take advantage of and be an ■■ Provide the talent broker with timely
active participant in exploratory and accurate feedback on the skill for Vacancies: Leverage
discussions. set and development needs of the move-ready HIPO pool
HIPOs. before initiating external
■■ Hold honest conversations with
a talent broker about career ■■ The senior executive leader is not sourcing for senior-level
interests as they change over time. expected to manage performance or positions.
become a dedicated career sponsor.
2. Actively Use Business
Leader Feedback: Use the
business leader feedback
Exploratory Agenda
to create a better match.
The senior executive leader initiates conversation by:
■■ Describing the key areas of responsibility in the HIPO’s current position; and 3. Aim for Complete
■■ Recapping their work history, including other jobs within the enterprise.
Transparency: Business
leaders and HIPOs have full
The senior executive leader asks the move-ready HIPO the following questions: transparency into matching
■■ What kinds of initiatives that I lead are you interested in understanding? and can decline interest
■■ What interests you about my business unit? in the candidate or the
■■ What kind of initiatives would you like to work on in your next assignment? position.
Source: CLC Human Resources, The Disengaged Star: Four Imperatives to Reengage High-Potential Employees, Arlington, Va.:
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Compare standard
enterprise roles against
TRACK THE EXTERNALIZATION OF IT ROLES 1
externalization targets to
identify roles that should External Sourcing Guidelines for Standard Roles in Applications
be retained internally for Percentage of Role Externalized
risk mitigation and to
No role is 100%
nurture the development externally sourceable.
of new staff.
100%
Target > Actual

■■ Iverson Financial, a leading
Analyze for
bank, compares the ideal Stress Tester Applications Developer Release Analyst Outsourcing
location for its 35 roles
to the actual locations. Methodology Analyst QA Tester Technical Analyst
Business Tech Arch (R&D) Usability Engineer

Target Actual
■■ For roles in the top left, Testing Manager
Zone of Acceptability
the target mix exceeds the
DBA
actual mix, which indicates
the opportunity for greater
externalization in those roles. Financial Analyst Business Analyst Technical Architect
Quality Manager
Target
■■ For roles in the middle, the Leading Edge Tech Developer

Database Designer/Modeler
target mix is close to the Target < Actual
actual mix, suggesting that Resource Manager
Knowledge Manager
Infrastructure Demand Analyst Analyze for Insourcing
present sourcing decisions
are appropriate. Project Manager Application Manager Infrastructure Demand Manager
PMO Analyst Application Architect

■■ For roles in the bottom Information Risk Analyst
right, the actual mix exceeds Continuity Analyst Continuity Manager

the target mix and certain Finance Manager
roles may be strengthened Relationship Manager

Information Architect
Business Architect
internally.
CAO Technology Program Manager
Business Tech Manager (R&D)
CTO
0% 100%
Actual
1
Pseudonym.
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The CIO Executive Board
offers an extensive range
SKILLS-DEVELOPMENT RESOURCES
of tactics and training
resources for IT staff Tactics
development.
Service-Skills Accelerator Business Partnership Learning Cohort

Use this tactic to define service management Create a program for developing business
competencies, assign proficiency levels to these collaboration skills.
competencies, and upskill managers.
Experience-Based Skills Accentuators
Challenger Capabilities in IT–Business Liaisons Accelerate skills development by identifying high-
Identify the skills to hire or develop to make account value skills and mapping them to development
managers and service managers into “challengers.” experiences.
Stage-Gated Leadership Identification Performance Management Accountability

and Development Identify tools to support manager-led development
Learn how to develop high-potential staff and review conversations, which include a personal balanced
their performance based on merit and aspiration. scorecard and a proficiency assessment tool to
compare employee capabilities to recommended
Personalized Leadership Development Planning proficiencies.
Create competency-based job families, align IT
competencies with the corporate competency
model, and map job titles with maturity levels.
Training Resources
E-Learning for Key IT–Management Skills IT Business Leadership Academy

More than 70 e-learning courses for midlevel IT A rigorous, action-oriented training program that
managers and rising leaders; the courses help builds the communication skills, business acumen,
close crucial skill gaps in communication, business and strategic partnering of IT leaders
knowledge, project management, and leadership
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Appendix: The IT
Introduction
Framework
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67
STRATEGY AND ARCHITECTURE–RELATED ROLES
IT Strategist Chief Architect

Creates strategic plans for technology based on an understanding of the Provides leadership in creating, maintaining, and marketing the
business and its technology needs; helps business unit and corporate architectural vision and direction, and is responsible for the overall
leaders incorporate technology into their business strategy integrity of the enterprise architecture
Required Skills Required Skills
Strategy and Governance Risk Management and Security Architecture Risk Management and Security
■■ IT strategy formulation ■■ IT risk management ■■ Business architecture ■■ IT risk assessment
■■ Business strategy formulation ■■ IT standards, procedures, and development ■■ IT risk management
■■ IT governance formulation policies formulation ■■ Integration architecture ■■ Business risk management
■■ Risk/return analysis development ■■ IT standards, procedures, and
Opportunity Identification policies formulation

■■ Market and competitor analysis Business Relationship Management Opportunity Identification ■■ Risk/return analysis
■■ New technology evaluation ■■ Challenging ■■ Market and competitor analysis
■■ Business case development ■■ Communications ■■ New technology evaluation Business Relationship Management
■■ Business scenario development ■■ Stakeholder management ■■ Innovation ■■ Stakeholder management
■■ Innovation ■■ Communications
Business Process Management Strategy and Governance ■■ Challenging

■■ Business domain analysis ■■ Business strategy formulation
■■ IT strategy formulation
■■ IT governance formulation
Possible Background and Hiring Sources Possible Background and Hiring Sources
Most likely to have an IT management or IT architecture background Most likely to have an IT management or IT architecture background
Note: We referred to our internal job descriptions database, secondary literature, and job descriptions on job portals to create these job descriptions.
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STRATEGY AND ARCHITECTURE–RELATED ROLES (CONTINUED)
Enterprise Architect Business Architect

Responsible for defining and documenting the enterprise architecture, Develops a business-architecture strategy for the business unit or
which provides a holistic view of the organization’s strategy, processes, multifunctional shared-service organization and analyzes and documents
information, and technology assets activities, processes, information structures, and governance structures
Architecture Risk Management and Security Architecture Strategy and Governance
■■ Enterprise architecture ■■ IT audit ■■ Business architecture ■■ Business strategy formulation
development ■■ IT risk assessment development ■■ Business scenario development
■■ Integration architecture ■■ IT standards, procedures, and
development policies formulation Business Process Management Service Management

■■ Business process modeling ■■ Service strategy formulation
■■ Solution architecture ■■ Risk/return analysis
development
■■ IT architecture development Business Relationship Management Business Relationship Management
■■ Challenging Risk Management and Security ■■ Stakeholder management
■■ Business risk management

Opportunity Identification ■■ Communications
■■ Business Case Development
Most likely to have a background in IT management or architecture Most likely to have a consulting or IT architecture background or have
worked in a strategy or change role in a business unit
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Appendix: The IT Roles and Skills Assessment Framework 69

INFORMATION MANAGEMENT–RELATED ROLES
Information Architect
Develops and maintains information architecture for the organization
to enable knowledge-worker productivity and improve end-user
experience and decision-making capabilities.
Required Skills
Information Management Strategy and Governance
■■ Information architecture ■■ Business scenario development
development
■■ Information policy formation Applications Delivery
■■ Information asset management
■■ Information modeling

Business Process Management
■■ Business process improvement
■■ Information taxonomy creation
■■ Business process modeling
■■ Information systems design
■■ Information insight generation
Business Relationship Management
■■ Data warehousing
Architecture ■■ Global teaming and remote
■■ Enterprise architecture
collaboration
development
development
Possible Background and Hiring Sources
Most likely to have a background with a consultant or vendor specializing
in information management or information-centric products
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RISK MANAGEMENT–RELATED ROLES
Chief Information Security Officer (CISO) IT Auditor

Develops and maintains enterprise-security, risk, and privacy policies; Responsible for evaluating the organization’s IT systems, practices, and
oversees vendor risks; and influences user behavior; responsible for operations for regulatory compliance and risk exposure through physical,
managing risks relating to data and physical security, business continuity business, and financial controls
planning, crisis management, and compliance
Risk Management and Security Strategy and Governance Risk Management and Security Business Relationship Management
■■ IT standards, procedures, and ■■ Business strategy formulation ■■ Business risk management ■■ Stakeholder management
policies formulation ■■ IT governance formulation ■■ IT audit
■■ Business risk management ■■ IT financial management ■■ IT control
■■ IT risk assessment ■■ Organizational change ■■ IT risk assessment
■■ IT risk management management ■■ IT standards, procedures, and
■■ IT audit policies formulation

Service Management ■■ Quality standards formulation
Information Management ■■ IT continuity management
■■ Information security management Business Relationship Management

Most likely to have a background in IT management or in a role such Most likely to have a background in IT management or in corporate
as law enforcement or intelligence that requires risk-management skills or external audit
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RISK MANAGEMENT–RELATED ROLES (CONTINUED)
Security Manager
Acts as an advocate and enforcer of the security, compliance, and privacy
polices; develops the security and compliance training programs and
communication campaigns to improve end-user awareness and adoption
of standards and policies
Required Skills
Risk Management and Security Business Relationship Management
■■ IT security management ■■ Stakeholder management
■■ Information security management ■■ Communications
■■ IT control ■■ Challenging
■■ IT standards, procedures, and
policies formulation Architecture

■■ IT architecture development
■■ Quality standards formulation
■■ IT audit

Most likely to have a background in IT management or in a role such
as law enforcement or intelligence that requires risk management skills
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PROJECT MANAGEMENT–RELATED ROLES
Head of PMO Program Manager

Manages, coordinates, and delivers project- and program-management Defines and leads strategy, implementation, operational planning and
services across the enterprise; interacts with functional and business unit excellence, establishment, execution, and evaluation of cross-functional
leadership to craft a PMO strategy that aligns with business objectives programs
and priorities
Strategy and Governance Risk Management and Security Project and Program Delivery External-Provider Management
■■ IT financial management ■■ IT risk management ■■ Program management ■■ Supplier relationship
■■ IT governance formulation ■■ IT standards, procedures, and ■■ Project management management

policies formulation ■■ Project portfolio management ■■ Vendor management
Project and Program Delivery ■■ Staff resource management

■■ Project tracking Business Relationship Management ■■ Requirements management Business Relationship Management
■■ Project reporting ■■ Communications ■■ Global teaming and remote
■■ Project management ■■ Stakeholder management collaboration
■■ Organizational change
■■ Organizational change ■■ Challenging ■■ Team management
management
management ■■ Consulting ■■ Stakeholder management
■■ Global teaming and remote Strategy and Governance ■■ Challenging
collaboration ■■ IT financial management ■■ Consulting
Most likely to have a background in IT management or in a business unit Most likely to have a background in IT management or in consulting
role that requires skills related to stakeholder and team management,
communications, and organizational change
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PROJECT MANAGEMENT–RELATED ROLES (CONTINUED)
Project Manager
Responsible for managing projects; manages the development and
implementation of systems that meet identified business needs within
agreed parameters of cost, time, and quality
Required Skills
Project and Program Delivery Strategy and Governance
■■ Project execution ■■ Organizational change
■■ Project management management

■■ Project reporting
■■ Project tracking Business Relationship Management

■■ Requirements management
■■ Staff resource management
■■ Consulting
Applications Delivery ■■ Challenging
■■ Agile development
■■ Vendor management

May come from one of several backgrounds in IT management, business
unit management, or consulting
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SERVICE MANAGEMENT–RELATED ROLES
Solutions Architect Account Manager

Understands the business needs and requirements; identifies and proposes Acts as the first point of contact for the multifunctional shared-service
a technology solution to meet these business requirements organization; understands business unit leader needs and brokers
introductions to service managers
Required Skills
Required Skills
Architecture Business Relationship Management
■■ Solution architecture ■■ Stakeholder management Business Relationship Management Opportunity Identification
■■ Account management ■■ Market and competitor analysis
development ■■ Consulting
■■ Enterprise application integration ■■ Challenging
■■ Technical change management Business Process Management ■■ Stakeholder management
■■ Business domain analysis ■■ Communications
Opportunity Identification ■■ Consulting
■■ Business case development

Possible Background and Hiring Sources Most likely to have a background in business unit management or
Most likely to have a background in IT architecture or in consulting, consulting with experience in communications and organizational change
communications, or organizational change
Process Analyst
Identifies and documents business processes, creates process models
using the process/workflow software and tools, and identifies business-
process improvement opportunities
Required Skills
Business Process Management Project and Program Delivery
■■ Business process analysis ■■ Requirements management
■■ Business process improvement ■■ Global teaming and remote
■■ Business process modeling collaboration


Most likely to have a background in consulting
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SERVICE MANAGEMENT–RELATED ROLES (CONTINUED)
Service Manager IT Financial Manager

Responsible for developing and delivering one or more end-to-end Responsible for IT financial planning and budget-management activities
services within the multifunctional shared-service group; accountable for such as assessing business cases, measuring value capture, and
designing, building, pricing, and enhancing the service, as well as service maintaining a centralized summary of IT cost initiatives; works with
management and cost recovery corporate finance to manage overall technology spend
Service Management Opportunity Identification Strategy and Governance Risk Management and Security
■■ Service architecture ■■ Market and competitor analysis ■■ IT governance formulation ■■ IT audit
■■ Service strategy formulation ■■ Business case development ■■ IT financial management ■■ IT control
■■ IT service pricing ■■ Risk/return analysis
■■ IT continuity management Strategy and Governance Service Management

■■ Innovation
■■ Business scenario development ■■ IT service pricing Business Relationship Management
Business Relationship Management Risk Management and Security Project and Program Delivery ■■ Stakeholder management
■■ Risk/return analysis ■■ Project portfolio management
■■ Account management
■■ Project tracking
■■ Global teaming and remote

External-Provider Management ■■ Project reporting
■■ Vendor management
collaboration Possible Background and Hiring Sources
Most likely to have a background in the finance function or in IT
■■ Challenging
management
May come from one of several backgrounds in IT management, business
unit management, or consulting
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SKILLS DESCRIPTIONS
Architecture
Business Architecture The skills required to develop a baseline and target business architecture that describes the product or service strategy,
Development organizational, functional, process, information, and geographic aspects of the business environment, based on business
principles, business goals, and strategic drivers
Enterprise Application Encompasses approaches, methodologies, standards, and technologies that allow diverse applications to share information,
Integration (EAI) processes, and behaviors
Enterprise architecture The creation of an organization-wide framework for portraying and incorporating the business processes, information
development flows, systems, applications, data, and infrastructure that effectively and efficiently support the organization’s needs
Integration architecture The creation of a solution that enables disparate systems to exchange information through the use of adapters or common
development middleware software
IT Architecture The skills required to study, design, and develop information systems, particularly software applications and computer
Development hardware
Infrastructure Architecture The skills required to take requirements and constraints defined by the enterprise architect, collaborate with the solutions
Development architect, and design the supporting environment for the solution
Network Architecture The design of specifications for a network’s physical components and their functional organization and configuration,
Development its operational principles and procedures, as well as data formats used in its operation
Solution Architecture Similar to application architecture but includes the design and development of multiple applications to achieve a broad
Development set of business objectives
Technical Change The management of changes to the production environment and technology-based assets (e.g., application software,
Management production databases, operating system software, hardware)
Note: We referred to IT–skills frameworks such as SFIA and PROCOM, Wikipedia, IT magazines such as TechRepublic, CIO.com, ComputerWeekly.com, ITWorld, and ZDNet,
and our internal job descriptions database and research studies to write these definitions.
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SKILLS DESCRIPTIONS
Agile Development Agile methodology is an adaptive and people-oriented software-development methodology. The following characteristics
differentiate it from other development methodologies—frequent delivery, more iterations, test frequently, and less defects.
Application Design/ The design of the internal structure of an application
Architecture
Application Development The development of a software product in a planned and structured approach
Application Deployment The movement of a new or changed application to a live/production environment
Application Maintenance The modification of a software product after delivery to address faults and improve performance
Application Portfolio The creation of an inventory of deployed applications and their performance metrics to prioritize enhancements,
Management maintenance, and retirement, and to illustrate their business benefits
Functional Requirements The skills required to determine the needs or conditions that must be met by a new or altered product; functional requirement
Analysis analysis is a subset of the requirement-analysis process that focuses on the inputs that would be provided to the product,
its behavior to such inputs, and the output(s) it will produce
Programming The design, creation, testing, and documentation of new and amended programs from supplied specifications in accordance
with agreed standards
Software Testing Knowledge of activities, tasks, tools, and techniques for testing applications to ensure adherence to functional and quality
requirements
Test Planning Ability to define a test plan that provides a systematic approach to testing a system, application, software, or project-based
on certain test scenarios or cases.
Usability Design An approach that puts the user rather than the system at the center of the process to ensure that the design decisions are
made based on the needs of the user
Usability Testing A technique for ensuring that the users of a system can carry out the intended tasks efficiently and effectively; usability testing
is carried out pre-release so that any significant issues identified can be addressed
Quality Assurance The monitoring of software engineering processes and methods to ensure quality
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SKILLS DESCRIPTIONS
Business Process Management
Business Domain Analysis The creation of a model of the target organization (if not already available)—with its processes, roles, and responsibilities
Business Process Analysis/ The study of existing practices and activities required to perform business within one or many organizations; the intent
Design is to understand the attributes of such activities and establish relationships between them
Business Process A series of actions taken to identify, analyze, and improve existing business processes within one or many organizations
Improvement to meet new business goals or objectives
Business Process Modeling Knowledge of a set of technologies and standards for the design, execution, administration, and monitoring of business
processes
Business Relationship Management
Account Management The management of marketing, sales, and delivery activities to one or more customer organizations with the intent
to build effective relationships and increase account penetration
Challenging The skills and behaviors needed to teach, tailor messaging, and—when necessary—to assert control during interactions
with business partners
Communications The ability to communicate clearly and concisely and adjust communication style by medium and audience
Stakeholder Management The systematic identification, analysis, and planning of actions to communicate with, negotiate with, and influence
stakeholders; stakeholders are all those who have an interest or role in the project or are affected by the project
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SKILLS DESCRIPTIONS
External Provider Management
Contract Negotiation The ability to have a discussion—in person or through electronic means—the primary goal of which is to come to a written
agreement concerning the purchase of a product or provision of a service
Consulting Knowledge of approaches, tools, techniques, and roles and responsibilities in providing technical or business guidance
Supplier Relationship The skills required to ensure that all contracts with suppliers support the needs of the organization, and that all suppliers
Management meet their contractual commitments
Product and Vendor The evaluation and selection of products, tools, services, and infrastructure components in line with the organization’s needs
Evaluation and architectural principles
Vendor Management The management of individuals and companies that do business with the organization with the intent of developing valuable
relationships and benefitting from ideas, innovations, best practices, and cost benefits
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SKILLS DESCRIPTIONS
Data Mining The skills required to process data using sophisticated search capabilities and statistical algorithms to discover patterns
and correlations in large preexisting databases and to discover new meaning in data
Data Warehousing Knowledge of tools, techniques, and practices for collecting, storing, organizing, and dispensing information from
and to multiple sources
Database Design The skills required to produce a detailed data model for a database
Database Management The skills required to create, access, and maintain a database
Database Programming The knowledge of a structured query language and its use in creating, accessing, and manipulating data.
Information Analysis The collection, classification, manipulation, storage, retrieval, and dissemination of information
and Insight Generation
Information Architecture The skills required to define how information and information systems support the objectives of the business.
Development
Information Asset The management of information that is already known in the organization and could be any combination of content
Management management, document and records management, and authoritative data
Information Integration The ability to integrate information and content from multiple sources and channels
Information Modelling The ability to build an information model that represents concepts, relationships, constraints, rules, and operations
and specifies data semantics for a chosen domain of discourse
Information Policy Formation The skills required to lay down guidelines for information usage and dispensing
Information Systems Design The analysis and design of information systems, concentrating on entities and their attributes and interrelationships;
also includes data modeling for individual databases and the corporate data model, as well as coordinating the definition
of data across multiple distinct databases
Information Taxonomy The labeling of categories of related information so that they can assist in information modeling
Creation
Information Visualization The ability to depict information in intuitive and insightful ways
Unstructured Information The ability to derive meaning and insight from unstructured information
Analysis
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SKILLS DESCRIPTIONS
Infrastructure Management
Capacity Management The skills required to manage the capability and functionality of service components (including hardware, software, and
network) to meet current and forecasted needs in a cost-effective manner; includes dealing with long-term changes
and short-term variations in the level of demand
Data Center Management The ability to manage work processes and resources affecting the physical infrastructure in the data center such as servers,
networking devices, and other mission-critical equipment
Infrastructure Maintenance The skills required to ensure that hardware and application systems are continuously available
IT Operations Management The management of overall operations of an installed IT system
Legacy System Maintenance The ability to support legacy systems (including applications and infrastructure) such as ERP systems, mainframes, data
centers, and servers
Network Control The ability to manage all equipment within wide- and local-area networks; includes production of network performance
statistics, provision of network diagnostic information, and site surveys
Network Design The production of network designs and design policies, strategies, architectures, and documentation—covering voice, data, text,
e-mail, fax, and image—to support business requirements and strategy
Network Operation The skills required for day-to-day operation management of all equipment within wide- and local-area network infrastructure
Network Support The provision of network maintenance and support services; support may be provided to users of the systems and to service
delivery functions
Performance and Availability The management of the ongoing performance and availability of IT’s production environment
Management
Server Administration The design, installation, administration, and optimization of the organization’s servers and related components to achieve
high performance of the various business applications supported
Storage Engineering Knowledge of storage technologies and the ability to effectively implement them to meet the organization’s storage
and Support requirements
Systems Installation/ The ability to install, test, decommission, and remove cabling, wiring, equipment, hardware, and appropriate software,
Decommissioning following plans and instructions and in accordance with agreed standards
Server Virtualization The process of masking server resources, including the number and identity of individual physical servers, processors,
and operating systems, from server users
Software Licensing The ability to manage and keep track of software licences
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SKILLS DESCRIPTIONS
Business Case Development The process of creating a well-structured written document that captures the reasoning for initiating a project with the intent
to justify the resources and capital investment necessary to bring a project to fruition
Innovation A change in the thought process for doing something or the useful application of new inventions or discoveries; may refer
to an incremental emergent or radical and revolutionary changes in thinking, products, processes, or organizations
Market and Competitor Understanding impact of market changes on IT needs and use of technology by competitors
Analysis
New Technology Evaluation Evaluation of emerging technologies (new-to-company systems as well as those that are new to the information systems
industry)
User-Behavior Analysis Understanding of user behavioral drivers with regard to collaboration, social media, and information creation and use
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SKILLS DESCRIPTIONS
Global Teaming and The ability to work with or manage a globally dispersed team
Remote Collaboration
Program Management The ability to manage several related projects
Project Execution The skills required to execute work defined in a project-management plan to achieve the requirements defined in the project’s
scope document
Project Management The ability to plan, organize, monitor, and control a project, ensuring efficient usage of technical and administrative resources
Project Portfolio The identification, prioritization, authorization, and oversight of multiple projects, programs, and other related work to achieve
Management specific strategic objectives
Project Reporting The ability to track project metrics, sponsor satisfaction, and prepare project status reports to inform key stakeholders
Project Tracking The skills required to monitor the health of a project
Requirements Definition The elicitation of a need and the analysis and recording of that need
Requirements Management The ability to identify, elicit, document, analyze, trace, prioritize, and agree on requirements and then control change and
communicate to relevant stakeholders
Staff Resource Management The management of staff to maximize productivity, ensuring there are adequate resources for planned projects and tasks
OLAP Programming The ability to work with online analytical-processing tools to perform manipulations on a database or dataset to generate
meaningful information for decision making
Organizational Change The knowledge and experience to effectively manage changes to the organization’s structure, role profiles, culture,
Management performance measurements, competencies, and skills; to facilitate strategies for change; and deliver training to enable
changes in the organization’s current environment
Team Management The ability to organize and coordinate a group of individuals to work toward a common goal
Quality Management Includes three main components: quality control, quality assurance, and quality improvement; requires the ability to manage
the quality of the project, product, or service based on defined quality standards and policies
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SKILLS DESCRIPTIONS
Risk Management and Security
Business Risk Management The identification, assessment, and prioritization of risks followed by coordinated and economical application of resources
to minimize, monitor, and control the probability or impact of the risks
Information Security The skills required to define policy, controls, and other prerequisites for information assurance along with overseeing
Management implementation and operation
IT Audit The ability to collect and evaluate evidence of an organization’s adherence to information systems, practices, and operations.
IT Control The ability to formulate and manage procedures and policies that provide a reasonable assurance that the IT used by an
organization operates as intended, that data is reliable, and that the organization is in compliance with applicable laws
and regulations
IT Risk Assessment The skills required to determine and understand potential risks from IT security failures that may cause loss of confidentiality,
integrity, or availability in IT resources and assets
IT Risk Management Knowledge of process, tools, and techniques for assessing and controlling an organization’s risk exposure in areas including
assets, liabilities, and reputation
IT Security Management The ability to secure the IT infrastructure, data, and applications from threats and vulnerabilities
IT Standards, Procedures, Knowledge and ability to use and administer the organization’s technology practices, standards, and procedures
and Policies Formulation
Risk/Return Analysis The ability to assess whether funded projects have the necessary value and execution characteristics to secure ultimate
success as measured against original projections of time, cost, financial return, and value to be delivered
Quality Standards The ability to define quality standards and policies to achieve desired quality of a product, service, or project
Formulation
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SKILLS DESCRIPTIONS
Service Management
Configuration Management The skills required to identify, maintain, control, and verify assets, and manage how they connect hierarchically to form
business systems
Event Management The identification and management of events such as alerts or notifications created by application or infrastructure services
and the creation of incident records of these events
Help Desk Management The ability to manage queries made by users of IT systems, services, and assets, typically through a service or help-desk
function as the first point of contact
Incident Management The ability to identify and manage unplanned interruptions and reductions in quality in IT services
IT Continuity Management Knowledge of approaches, practices, tools, and techniques to develop and administer a contingency and disaster-recovery
plan
Service Strategy Understanding of the ITIL3 framework or similar; ability to plan a transition to an end-to-end service management model
Formulation
IT Service Pricing The estimation of the overall costs of IT services to be delivered
Problem Management The ability to identify and proactively manage problems and minimize their impact
Service Architecture The ability to define and establish a framework for the business services available within the organization to support
Development its objectives and goals
Technical Resource The ability to manage IT infrastructure, people, costs, etc., that are required to deliver an IT service
Management
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SKILLS DESCRIPTIONS
Business Scenario The process of identifying and developing plans for coping with some of the major business risks the future might hold.
Development
Business Strategy The process an organization takes to formulate a plan that incorporates cost leadership, differentiation, or focus to achieve
Formulation a sustainable competitive advantage and long-term success in its chosen areas or industries
IT Financial Management Managing and analyzing the IT budget to help business leaders make better investment decisions
IT Governance Formulation Specifying the decision rights and accountability framework to encourage desirable behavior in the use of IT
IT Strategy Formulation The process of generating an organization’s overall objectives, principles, and tactics relating to the technologies that
the organization uses
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IT ROLES AND SKILLS ASSESSMENT METHODOLOGY
1 We created a framework of 109 IT skills and 30 IT roles based on the SFIA and PROCOM frameworks, job descriptions, and competency models from multiple organizations.
We defined each of the 30 roles by grouping together skills that are required for that role.
2
We built an assessment model to analyze the impact of 16 drivers identified in The Future of Corporate IT on the importance of each skill when linked to a given role. (See below
3
for detailed explanation of the model and analysis.) The importance of each skill was rated on a 0–100 scale. The impact of the driver was based on a value score given to the
driver in a survey of 128 IT leaders.
Using quantitative and qualitative analysis, we identified skills that will migrate away from a given role and skills that will become essential for the role in the future that are not
4
required in the current definition of the role.
5 Using the assessment model, we calculated the overall future importance of the role as the average future importance score for all skills required by that role in future. In
instances where a new skill was added for a role, we set the current skill importance to 0 and used 25, 50, 75, or 100 as the future skill importance score with respect to that role.
3.1 3.2 3.3 3.4

With respect to role, what impact If impact of the driver on the skill importance = “I,” then Based on the If (Average Future Importance – Average
does the driver have on the skill’s Future Skill Importance = Current Skill Importance + secondary reading Current Importance) for a skill = 0 or is
importance? (Current Skill Importance × Driver Value). Otherwise, and our analysis, put ≥ Absolute Average of (Average Future
(I—Increase, D—Decrease, or S—Same) Future Skill Importance = Current Skills Importance – “M” for migration Importance – Average Current Importance)
(Current Skills Importance × Driver Value). and “S” for stay. for all required skills for a role, then put
“Stay,” otherwise put “Migrate.”
Shift 1: Information Over Process

Driver 1: Focus on Customer Experience Calculations and Analysis
Driver Value: 0.85
Role Required Impact Current Skill Future Skill Skill Migration No. of “M” Skill Migration Average Average Average Future Skill Migration
Skills on Skill Importance Importance (Intuitive) in Skill (Intuitive) Current Skill Future Skill Skill Importance (Quantitative)
Importance for this Role for this Role Migration (If “M” > 8, then Skill Importance Importance – Average
Migration = “Migrate,” Current Skill
Else “Stay”) Importance
Information
Architecture I 75% 138% S (Stay) 2 Stay 60% 90% 30% Stay
Information Development
Architect
Data
D 50% 5.5% M (Migrate) 9 Migrate 50% 30% (20%) Migrate
Warehousing
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The IT Talent Implications of The Future of Corporate IT

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CEB CIO Leadership Council

The IT Talent Implicationsof

COPIES AND COPYRIGHT LEGAL CAVEAT

Please note that the CEB program names referenced

IT Roles and Skills in 2015 • 15

Seven New-to-World IT Roles • 39

Tactics to Fill IT Talent Gaps • 55

Appendix: The IT Roles and Skills Assessment Framework • 67

Please note that the CEB program names referenced

© 2010 The Corporate Executive Board Company.

Next Steps Where to Look How We Can Help

© 2010 The Corporate Executive Board Company.

© 2010 The Corporate Executive Board Company.

© 2010 The Corporate Executive Board Company.

CIOs face near- and long-

Quality of Hire The Future of Corporate IT:

IT embeds in multifunctional shared

Contract and vendor management

Project managers and business

Q1 2009 Q1 2010 n = 127 IT leaders.

Source: CLC Recruiting research; Recruiting Effectiveness Dashboard.

2005 71% 29%

Source: CLC Human Resources HR Quarterly News and Trends, Q3 2010.

Current State The Future of Corporate IT

centralized as a standalone shared service.

3. Right-Sourced IT—Delivery combines Externalized Service Delivery—Delivery will be

■■ Roles requiring business

To thrive as the five shifts

■■ Combine information, technology, and business architecture to enable business services.

■■ Plan for device-agnostic IT.

2. Professionalized Service Management

■■ Adopt a challenger profile to reframe business units’ service needs.

■■ Make service cost recovery transparent and aligned to business value.

3. Shored up Security for a De-Perimeterized Environment

4. Business Enablement Anchored on a Deep Understanding of the End-User Experience

5. Redefined Enterprise Governance

compromising business-partner responsibility.

6. Collaboration Across Functional, Regional, and Organizational Boundaries

16 Roles that are located in IT in 2010 will move to multifunctional

250% More information architects will be needed by the average

88% IT–related roles in 2015 can be filled by employees who do

7 IT–related roles that will be required in 2015 do not exist today.

1 in 3 Roles that exist within IT will see declines of 80% or more

Source: CIO Executive Board, IT Roles and Skills Assessment Framework.

■■ Despite the severity of the

Skills Readiness Gaps

Collaboration and 80%

Business Architecture 72%

Service Management 48%

Source: IT Practice, Assessing IT Future Skill Needs Survey.

n = 246 CFOs and 52 CIOs. n = 121 IT organizations.

Opportunities to Reconfigure IT Roles and Skills

A MAP OF FUTURE IT ROLES

Business Analyst IT Strategist

Account Manager IT Financial Manager

Transform Chief Architect

Future Importance Within the Organization High

Infrastructure Manager Software Developer