02 Become A Strategic CIO Phases 1 4

Become a Strategic CIO
Create a personal development plan to take your CIO career to the next level.
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Table of contents
1. Introduction
2. Executive Summary
3. Project Overview, Guided Implementations, and Workshops
Phase 1: Launch
1.1 - Analyze the Strategic CIO Competencies
1.2 - Assess Business Stakeholder Satisfaction With IT
1.3 - Gather Information From C-Level Executives
Phase 2: Assess
2.1 - Assess Strategic CIO Competencies
2.2 - Assess Stakeholder Relationships
Phase 3: Plan
3.1 - Take Control of Your Professional Development
3.2 - Manage Stakeholder Relationships
Phase 4: Execute
4.1 - Track Your Development
4. Appendix
Info-Tech Research Group 2

Our understanding of the problem
This Research Is
is Designed For: This Research Will Help You:
 CIOs running a stable and trusted IT  Develop the core competencies required to
department. become a strategic CIO.
 CIOs seeking to become a strategic business  Become a business-facing CIO.
partner.  Build and manage relationships with executive
 CIOs looking to develop strategic business level stakeholders.
competencies and pursue personal  Create a personal development plan to
development initiatives. advance your career.
This Research Will Also

Assist:
Assist: This Research Will Help You:
Them:
 Chief Technology Officer (CTO)  Understand the expectations that executive
 Chief Digital Officer (CDO) business leaders have for IT.
 Chief Marketing Officer (CMO)  Uncover the various actions and activities that
may be pursued to fast-track career
development.

Executive summary
Situation Info-Tech Insight
• As a CIO, you are currently operating in a stable and trusted IT 1. To become a strategic business
environment, but you would like to advance your role to strategic partner, you must think and act as a
business partner. business person that works in IT, rather
• CIOs are often overlooked as a strategic partner by their peers, and than an IT person that works for the
therefore face the challenge of proving they deserve a seat at the table. business.
2. Career advancement is not a solo

Complication effort. Building relationships with your
• Executive business leaders’ expectations are constantly changing and executive business stakeholders will be
are often difficult to uncover. critical to becoming a respected
business partner.
• CIOs are unsure of where to focus their efforts to prove their value to
their peers as a business leader.
• Many CIOs fail to plan for their personal development.
Resolution
• Create a Personal Development Plan and Stakeholder Management Strategy to accelerate your career and
become a strategic business partner. For a CIO to be considered a strategic business partner, he or she must be able to:
◦ Act as a business person that works in IT, rather than an IT person that works for the business. This involves
meeting executive stakeholder expectations, facilitating innovation, and managing stakeholder relationships.
◦ Align IT with the customer. This involves providing business stakeholders with information to support stronger
decision making, keeping up with disruptive technologies, and constantly adapting to the ever changing end-customer
needs.
◦ Manage talent and change. This involves performing strategic workforce planning and being actively engaged in
identifying opportunities to introduce change in your organization, suggesting ways to improve, and then acting on
them.
Developing strategic CIO competencies will benefit both you
and your organization
Personal development planning is often seen as an individual effort, isolated from the
organization and intended for personal benefit. However, this is not the case. By developing
the strategic competencies Info-Tech has identified and completing this blueprint, you will not
only realize personal benefits, but also deliver increased value at your organization.
Individual Benefits Organizational Benefits
 Increased tenure as CIO at your organization.  Increased alignment with business peers and
corporate initiatives.
 Increased job satisfaction by pursuing initiatives
you are passionate about.  Decrease in costs as the CIO and IT have
greater transparency into business
 Increased compensation and perks. operations and opportunities.
 Increased opportunity as executive peers  CIO working closer with business partners,
realize your commitment to the organization identifying opportunities to generate revenue.
and desire to become a strategic business
partner.  Truly understanding and meeting the
expectations of executive business
 Building of strong executive stakeholder stakeholders.
relationships and leveraging them to advance
your career.

The tenure of the CIO is limited
A 2014 study of CIOs in the United States, South America, and Europe shows that the tenure
of a CIO is quite limited, with a median tenure of only 4 years and 4 months. However, the
likelihood of a long career increases substantially for those CIOs that make it past the 2 year
mark.
100% 100%
90% 90%
80% 80%
70% 70%
60% 60%
Median
50% 50% Tenure:
40% 40% 4 years,
30% 30%
4 months
20% 20%
Percentage of
Respondents
10% 10%
0% 0%
1 year 2 years 3 years 4 years 5 years 6 years 7 years >7 Percent of Total
years Cumulative Percent
Length of Tenure Source: Janco Associates, Inc. “CIO Median Tenure Moves to 4 Years”

In the same survey, when asked how to improve performance,
respondents selected to simply replace IT leadership
Respondents were asked to select initiatives that would improve IT performance. Shockingly,
20% of respondents elected to simply replace IT management with new leadership. More
shockingly, the majority of those respondents were IT leaders themselves.
20%
13% of IT 13%
leaders 7%
believe new
leadership
will improve
performance
20% of all
respondents
believe new Series1
leadership 7% of 80% 80%
will improve business
performance leaders
believe new
leadership will
improve
Respondents not selecting
performance replace IT management, 80%
Source: McKinsey & Company. IT Under Pressure:
McKinsey Global Survey Results

Furthermore, business stakeholders’ satisfaction with IT
continues to decline
IT’s Effectiveness in Enabling Business Objectives From 2011-2013,

satisfaction among
100% executives regarding IT’s
90% ability to meet key business
80% objectives dropped steadily.
78% • Most notably with respect
70% 77% 72% 71% to revenue generating
71% 71%
67% objectives such as
60% 65%
62% 62%
59% 57% 57% product creation and
50%
49% entering new markets.
40%
37%
30%
20%
10% These findings are contrary
to other surveys that
0% indicate that IT has matured
ge ns y s s
d ai ilit u ct ke
t
and increased its capability.
b
w
le G
fit
a o d ar
o ity ro Pr M • The discrepancies could
Kn tiv rP ew ew be attributed to rising
re d uc e N rN
a m te e
Sh ro to a t expectations of IT. As IT
r P
us re En
iv
e C C improves, the business
el ac
k
will demand more.
D
Tr
2011 2012 2013
Source: McKinsey & Company. IT Under Pressure: McKinsey Global Survey Results.

C-level stakeholders are not satisfied with the CIO’s ability to
be a strategic business partner
Overall C-Level Stakeholder Satisfaction With CIO’s Performance Info-Tech asked over 200
as a Business Partner C-level business
stakeholders to rate their
40% satisfaction with their CIO’s
35.81% performance as a business
35% partner on a scale from 1
(low satisfaction) to 7 (high
30% satisfaction).
• More than 70% of
business stakeholders
25% rated their CIO as a 5 or
22.33%
lower.
19.53% • The most shocking
20%
finding was that only
27% of business
15%
12.09% stakeholders were very
satisfied with their
10% CIO’s performance as a
5.58% business partner.
4.65%
5%
0.00%
0%
1 2 3 4 5 6 7
% of Respondents
Source: Info-Tech CIO-CXO Alignment Diagnostic. N=215

It is time for CIOs to step up to the plate and become a
strategic business partner
CIOs have the potential to take their career to the next level. To do so, they must demonstrate
to the business their capability to drive the organization toward their strategic goals.
• According to a study conducted by IDC: Primary Business Role of IT Today In 3 Years

◦ By 2017, 40% of CIOs will rise to
the challenge of becoming Strategic business partner and
30% 35%
strategic partners. advising the business
◦ The primary role of the CIO will shift
Improving the customer experience 29% 35%
from directly managing IT to
becoming strategic business partners. Broker for IT services supporting the
20% 17%
business
• Furthermore, a survey conducted on
IT leaders by CA Technologies Driver of new business initiatives 14% 25%
indicates an advancement in IT’s role
Developer of innovative
over the next three years. (Refer to the 11% 17%
products/services
chart on the right.)
Adapted from CA Technologies
Source: CA Technologies. “Tech Insights Report: The Changing

Role of IT and What to Do About It”
Source: IDC Study. “Worldwide CIO Agenda Top 10 Predictions”

Info-Tech has identified three obstacles preventing the CIO
from becoming a strategic business partner
To determine what is needed from tomorrow’s CIO, Info-Tech examined core areas where the
CIO continues to struggle.
1 Acting as a business leader Look for this diagram at the

top of each page to keep
track of which failure is being
discussed.
2 Aligning IT with the customer
2 3
3 Managing talent and change

CIOs and their IT departments are failing to meet 1
business stakeholder expectations 2 3
Business Stakeholders’ Satisfaction With IT According to Info-Tech’s

70.0% 60.0% 62.0% Business Vision survey
60.0% 54.0% conducted on over 2,300
50.0% 46.0% executive level business
40.0% 38.0%
40.0% stakeholders:
30.0% • Only 53.8% of business
20.0% leaders are satisfied with IT
10.0% core services.
0.0% • While less than 40% are
s ds ts satisfied with IT’s ability to
i ce ee en
v deliver solutions that satisfy
S er s
N
ire
m
e es u business capability needs.
or si
n eq
C u R
IT B d
ith et an
e ds Some of these findings may be
W M
on a t ee attributed to the CIO’s inability
ti Th N
ac ns es
s to:
ti sf in
a u tio s • Effectively manage
l lS ol Bu stakeholder relationships.
e ra r S of • Understand the capability
v i ve ng
O el n di needs of business partners.
D ta
To er
s • Enable innovation to help
y
i lit nd business stakeholders
Ab 's
U capitalize on technology
' s IT
Dissatisfied Satisfied
IT opportunities.
Source: Info-Tech CIO Business Vision Diagnostic. N=2369

CIOs must look at themselves as a business leader that 1
works in IT 2 3
The CIO needs to focus on the needs of the business, how the business works, and how to
support it.
• Too often, the CIO suffers from focusing solely on Business-IT Strategic Alignment
maximizing IT efficiencies and “keeping the lights 60% 50%
on.” There needs to be an increased focus on 50% 42%
40% 36% 35%
aligning IT with the business.
30% 23%
20% 14%
• According to Info-Tech’s CIO-CXO Alignment 10%
survey results (see chart on the right): 0%
◦ More than 60% of executive level stakeholders
believe the CIO does not clearly understand
their business goals.
◦ Furthermore, only 23% of executive level
stakeholders believe their CIO has
developed an IT strategy that is effectively
aligned with their corporate strategy and
Some Improvement Necessary
desired capabilities.
Significant Improvement Necessary
• See Info-Tech’s blueprint, Effective
Decode the Corporate Strategy, to learn more
about successfully aligning IT with the business
strategy to drive success.
Source: Info-Tech CIO-CXO Alignment, N=120

CIOs continue to struggle with managing their business 1
stakeholder relationships 2 3
A CIO must be able to use alliances and partnerships strategically to benefit both the
business and themselves.
• A survey conducted by EY on over 300 CIOs indicates
building relationships with executive level What CIOs Believe They Need To Do To
stakeholders to be the number one factor for taking a Achieve The Next Step In Their Career
CIO’s career to the next level.
• Nevertheless, CIOs continue to struggle with this task. Build Relationships With Internal Stakeholders 72%
Why?
1. Stakeholders can be difficult to identify; it is often
hidden stakeholders that unexpectedly derail
Manage a Business Transformation Program 54%
initiatives.
2. Prioritizing and understanding which of your
stakeholders are most important can be complex
Gain International Exposure 48%
and time consuming.
3. CIOs are unaware of the different stakeholder
management strategies to properly engage the
different stakeholder types. Gain Experience in Another Business Function 48%
4. CIOs fail to track their stakeholder satisfaction

levels and benchmark their performance, primarily
because they are unaware of which metrics to use. Gain Experience at Another Company 36%
• See Info-Tech’s blueprint, Manage Stakeholder Relations 0% 20% 40% 60% 80%
to learn about identifying, prioritizing, and engaging
Adapted from: EY. “The DNA of the CIO. Opening the Door to
different types of stakeholders. the C-Suite”

1
Stakeholder management is critical to CIO success
2 3
In a study conducted by
Booz & Co. of over 60
CIOs, the number one
success factor for a CIO
is “strong stakeholder
management skills.”
Source: Booz and Company, Memo to the CEO
Every CIO interviewed emphasized the

importance of stakeholder management and
strong partnerships with the business.
More than 75% of CIOs focus on “people
and skills” when they first enter a CIO role.

Business stakeholders expect IT to facilitate and enable 1
innovation at their organization 2 3
CIOs must demonstrate value creation for the business. IT is well positioned to facilitate
innovation given their insights into business processes and the needs of multiple business
units.
Executive Business Stakeholders’ Satisfaction

The Modern CEO Expects Innovation With IT's Ability to Innovate
of CEOs believe that innovation drives

80% efficiencies and competitive advantage.
PwC 14th Annual Global CEO Survey. PwC, 2011 32%
of highly innovative companies make primary

68%
73% IT investments into growth initiatives and
leveraging emerging trends.
Raising your digital IQ, PwC’s 4th annual digital IQ survey.
2012
Satisfied Little to No Satisfaction

See Info-Tech’s blueprint, • Only 32% of executive level business
Kick-Start IT-Led Business Innovation, to get started on stakeholders are satisfied with IT’s ability to
identifying business pains and ideating impactful innovate. CIOs must make innovation leadership
solutions. a priority to be seen as a strategic business
partner.

IT is perfectly suited to be facilitating innovation, but is 1
often unable to deliver 2 3
The failure of many IT departments to innovate, coupled with strong corporate interest in
innovation, creates an opportunity for CIOs to shine.
There are few business processes that do not touch IT, and
each of these touch points presents an opportunity for
innovation. Why isn’t the CIO capitalizing?
It is not that innovation
• The things that make IT an effective service provider, like
adherence to standards, risk management, and
is the wild west, it’s that
compliance, will also discourage innovation. 1 innovation is the other
◦ Ideas might be generated, but fear of failure prevents
anyone from acting on them. side of everything that
• Despite efforts to innovate, building a culture of innovation
remains a challenge.
made you successful.
◦ In a recent study, only 34% of IT leaders rated - Jim Stikeleather, Chief Innovation
themselves as effective at introducing IT innovation Officer, Dell Services
that drives competitive advantage. 1
• Other common reasons for lack of innovation include: Info-Tech Insight
◦ CIOs failing to put a process in place to facilitate Not all initiatives need to be transformational or
ideation and build prototypes. revolutionary. They can incremental or
◦ Lack of adequate resources and funding. evolutionary. Providing a simple solution for a
business partner that is experiencing an irritating or
◦ Failing to receive business buy-in for projects.
annoying pain will go a long way.
◦ CIOs not working closely enough with their business
partners to identify and understand their pain points.
1
Source: “The next frontier in IT strategy: A McKinsey Survey.” McKinsey & Company, 2007.

Business leaders believe providing information to 1
support decision making should be IT’s top priority 2 3
The rise of digital technologies presents the CIO with an excellent opportunity to
influence the success and strategic direction of their organization.
• The CIO will need to partner even closer with • A study by McKinsey reveals business executives
their business peers, specifically the CMO and believe providing managers with information to
CDO, to truly understand their business intelligence support decision making should be IT’s top priority.
capability requirements.
Business Executive Views on IT’s Top
• A strategic CIO must demonstrate the “art of the Priorities
possible” to business stakeholders. The CIO must be
able to: 54%
Providing Managers With Information to Support Decision Making
Use business intelligence to coax insights out 36%
of their data to help shape business strategies
going forward. 18%
Reducing IT Cost 43%
Speak with the business stakeholders,
understand what capabilities they need, and
provide solutions that allow decision-makers to Improving Cost Efficiency of Business Processes 47%
extract data-driven insights. 44%
Anticipate future internal and customer service 65%

needs and incorporate them into goal setting, Improving Effectiveness of Business Processes 62%
products, and services.
0% 20%40%60%80%
Non-IT Executives IT Executives
Adapted from: McKinsey. “Why CIOs should be business-strategy partners”

Make data simple and present analytics that align with 1
the needs of business stakeholders 2 3
The CIO must present analytics in a fashion that allows business stakeholders to generate
meaningful insights, and ultimately drive better decision making.
Executive Business Stakeholders’ Satisfaction With BI, Report-

ing, Customer-Facing Technologies
80% 73%
66%
According to Info-Tech’s Business
60%
34%
Vision survey:
40% 27% • Only 27% of executive business
20% stakeholders are satisfied with
0% their customer-facing
technologies.
• Also less than 35% are satisfied
with their current BI, reporting,
and analytical capabilities.
Refer to Info-Tech’s blueprint,

Develop a Winning BI Strategy, to
ensure your key decision-makers
are armed with the right information.
Low to Moderate Satisfaction High Satisfaction

CIOs who do not keep up with disruptive technology 1
trends will find their role diminished 2 3
Advance your role as CIO Protect your role against others
• Trends like cloud services and consumerization reduce • The trends that make IT less involved with technology
the need for IT to be involved in every aspect of allow other executives, such as the CMO and CDO, to
deploying and using technology. make IT investment decisions on their own.
• In the long-term, machines will replace even • As the CMO and CDO gain the power and data
intellectually demanding IT jobs, such as app necessary to embrace new trends, the CIO role is
development and high-level planning. threatened by a loss of control.
Advance your role as CIO by: Protect your role in the business by:
 Anticipating new technologies that will disrupt the IT  Being the individual to consult about new
department and respective business partners. technology. It isn’t just a power play; the CIO should
 Defining new IT roles and responsibilities that be the one who thoroughly knows technology. By
accurately reflect the reality of technology today. establishing this position, you will also address
shadow IT issues.
 Having a process in place for the above that does not
diminish your ability to keep up with everyday  Working closely with your business partners to
operations that remain a priority today. understand their capability needs and identify which
technology trends would be most beneficial to them.
 Becoming an indispensable part of the entire
business’s innovation strategy through proposing
• See Info-Tech’s blueprint, and executing on a process for exploiting disruptive
Exploit Disruptive Technology to Drive IT Efficiency and technology.
Business Opportunity
, to develop a process for anticipating, analyzing,
categorizing, and exploiting disruptive technology.

Talent identification, retention, and management 1
continue to be key issues that CIOs struggle with 2 3
A strategic CIO must establish plans to acquire and grow their IT talent, delegate authority
effectively, and secure the resources needed to ensure organizational success.
• Info-Tech recently conducted a CIO Outlook Survey on Top Challenges By % of Respondents
over 300 IT leaders. Each leader was asked “What are
your five biggest challenges that are furthest away
from resolution?” (see the results on the right). 26% Human Resources Issues
◦ The most often acknowledged, unresolved challenges
were HR-related areas such as skills identification, 24% Budget & Resource Limitations
staffing, and retention.
• Another report released by Robert Half Technology 22% IT Alignment with Business & Other Partners
focused on the projected hiring plans and pains for CIOs
in the first half of 2015:
◦ A shocking 66% of CIOs are concerned about losing Adapting to Changes in Technology
top IT professionals to other job opportunities in the
next year. Governance, Risk, and Compliance
◦ Furthermore, 77% of CIOs are finding it challenging 14% Increase Efficiency
to secure IT staff with the correct skills to drive Integration
12%
corporate initiatives.
11% Big Data & BI
• See Info-Tech’s solution set, 10% Process Improvement
Optimize the Performance of A, B, and C Players to drive
better performance with effective management techniques Legacy Systems, Applications, and
for every player on your team. Infrastructure Upgrade
Source: Robert Half Technology IT Hiring Forecast and Local Trend Report, Source: CIO Outlook Report 2014, Info-Tech Research Group,
N=2400 N = 314

Managing the talent crisis is also at the top of your 1
CEO’s agenda 2 3
CEOs and CIOs are both experiencing the pain of talent crisis. Overcoming the many
challenges of managing talent can demonstrate your ability as CIO to become a strategic
business partner and impress your CEO.
Strategies for managing
In a study conducted by PwC, CEOs talent
17% 52% 31%
indicated strategies for managing Approach to managing
talent will be the biggest change to 23% 54% 23%
risk
their organizational models over the
Investment decisions 23% 48% 28%
next 12 months.
Organizational structure 25% 47% 27%
Limited supply of candidates with the right 66%
skills Corporate reputation 36% 41% 22%
Challenges in recruiting and integrating
54%
younger employees No change Some change Major change
Competitors recruiting some of your best
52%
people
Providing attractive career paths 50% Each CEO was asked what the key obstacles
are to managing talent.
Difficulting in deploying experienced talent
45% 66% of respondents indicated that a
globally
limited supply of candidates with the right
Talent with the right technical skills 44%
*Adapted from PwC
skills is the biggest obstacle.
Source: PwC. “The Talent Race Is Back On.” N=1201

Strategic CIOs must have the ability to introduce and 1
effectively manage change in their organization 2 3
CIOs continue to be in an environment that is at the forefront of change. They must become
comfortable with change themselves, but also develop the skills to lead others through it.
• CIOs looking to become a strategic business partner will need to
build credibility by exhibiting the ability to be a strong change agent
in their organization. This is accomplished by: Info-Tech Insight
Actively identifying opportunities to introduce change in your Small changes may sometimes go
organization, suggesting ways to improve, and then acting on
unnoticed, therefore it is important to
them.
consistently communicate
Creating and communicating a clear vision for change achievements to team members and
initiatives to team members and business partners. business partners. This will ensure
Communicating the alignment of change initiatives to you are demonstrating your value as a
business goals to boost motivation of team members and secure change leader and will also
buy-in. encourage key stakeholders to
engage you more frequently in
Actively monitoring employees’ responses to change and business projects.
working to bring them to acceptance.
• Change failure is exceedingly prevalent. According to a study

conducted by Towers Watson:
◦ Only 55% of organizations experience the initial value of a
change.
◦ Even fewer organizations, a mere 25%, are actually able to
sustain change over time to experience the full expected
benefits.
Source: 2013 Towers Watson Change and Communication ROI Survey

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the recommended activities.
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the activity or step associated with the slide. Refer to the supporting tool or template to get
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part of your project or with the support of Info-Tech team members, who will come onsite to
facilitate a workshop for your organization.

Info-Tech offers various levels of support to best suit your
needs
Consulting
Onsite
Info-Tech Involvement
Workshop
Guided
“Our team does not
Implementation
have the time or the
“We need to hit the knowledge to take this
DIY Toolkit project on. We need
ground running and
get this project kicked assistance through the
“Our team knows that entirety of this
we need to fix a off immediately. Our
team has the ability to project.”
“Our team has already process, but we need
assistance to take this over once we
made this critical get a framework and
project a priority, and determine where to
focus. Some check-ins strategy in place.”
we have the time and
capability, but some along the way would
guidance along the way help keep us on track.”
would be helpful.”
Degree of Customization
Diagnostics and consistent methodologies throughout all four options

Become a Strategic CIO – project overview
Launch Assess Plan Execute
1.1 Analyze the Strategic CIO 2.1 Assess Strategic CIO 3.1 Take Control of Your 4.1 Track Your Development
Competencies Competencies Personal Development
1.2 Conduct CIO Business 2.2 Assess Stakeholder 3.2 Manage Stakeholder
Vision Relationships Relationships
1.3 Gather Information From
C-Level Executives
Best-Practice
Toolkit
Analyze Competencies Evaluate Strategic CIO Take Control of Your Track Your Development
Competencies Development
Assess Business Revise & Re-evaluate Your
Stakeholder Satisfaction Evaluate Business Manage Your Stakeholders Personal Development
Stakeholder Relationships Plan
Gather Information
Guided
Implementations
Pre-work: Module 1: Module 2:
CIO Business Vision Assess Competencies & Stakeholder Take Control of Your Personal
CXO-CIO Alignment Program Relationships Development
Onsite
Workshop
Phase 1 Results: Phase 2 Results: Phase 3 Results: Phase 4 Results:
• Gathered information from • Identified and prioritized • Developed a PDP and • Identified key performance
business stakeholders competency gaps and Stakeholder Management indicators and benchmarks.
using Info-Tech diagnostics. assessed stakeholders. Strategy.

Onsite workshop: 1-on-1 executive coaching days
Schedule Activities Goal List of Deliverables
0.1 – Gather information from Gather information to create a

business stakeholders personal development plan
Pre-work
• CIO Business Vision and stakeholder management N/A
Requirements
• CXO-CIO Alignment Program strategy. Determine next steps.
1.1 – Review results of CIO Analyze the information • CIO Business Vision
Business Vision & CXO-CIO gathered from diagnostics and results.
Alignment Program diagnostics determine appropriate action. • CXO-CIO Alignment
Module 1:
Program results.
Assess
Competencies & 1.2 – Assess strategic CIO Identify and prioritize strategic • CIO competency
Stakeholder competencies & business CIO competency gaps. evaluation.
Relationships stakeholder relationships Evaluate the power, impact, • Executive stakeholder
and support of key power map.
stakeholders.
2.1 – Create a personal Identify personal development • Personal development

development plan and stakeholder and stakeholder engagement plan.
management strategy initiatives to bridge high priority • Stakeholder
Module 2: competency gaps. management strategy.
Take Control of Your
Personal 2.2 – Track your personal Identify key performance • Strategic CIO
Development development indicators and competency
benchmarks/targets to track scorecard.
competency development.

PHASE 1
Launch

Phase 1 outline
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-
3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Guided Implementation 1: Launch

Proposed Time to Completion (in weeks): 2.5 weeks
Step 1.1: Analyze Competencies Step 1.2: Assess Business Step 1.3: Gather Information
Stakeholder Satisfaction
Start with an analyst kick-off Review findings with analyst: Finalize phase deliverable:
call:
• Discuss CIO Business Vision and • Review CIO Business Vision results
• Discuss career goals and how it ties into the personal • Introduce the CXO-CIO Alignment
opportunities. development planning process. Program and discuss next steps.
• Discuss the blueprint,
deliverables, and key insights.
Then complete these activities… Then complete these activities… Then complete these activities…
• Review the competencies • Conduct CIO Business Vision. • Conduct CXO-CIO Alignment
required to become a strategic Program.
CIO.
With these tools & templates: With these tools & templates:
CIO Business Vision Diagnostic CXO-CIO Alignment Program
Phase 1 Results & Insights:

• At the conclusion of this phase, you will have assessed the current state of IT, reviewed the core competencies required to become a strategic
CIO, and gathered information from executive business leaders via surveys and interviews.

Step #1 Analyze the strategic CIO competencies
1 2 3
This step will walk you through the following activities: This step involves the following participants:
• 1.1 - Review core competencies the CIO must develop to • CIO
become a strategic business partner
Outcomes of this step
• Analyzed the eight strategic CIO competencies required to become a business partner

Info-Tech has identified 8 core competencies affecting the
CIO’s progression to becoming a strategic business partner
Stakeholder
Business Savvy &
Relationship Innovation Leadership
Strategic Thinking
Management
Executive Business Intelligence

The Strategic CIO
Communication Skills & Analytics
Vendor Management Talent Management Change Leadership

Understand the core competencies a CIO must focus on to
become a strategic business partner
Over the next few slides, take a moment to review each strategic-CIO core competency. Hint: You will be
performing a self-assessment against these competencies in Phase 2: Assessment.
CIO Competencies Description

CIOs must primarily focus on the needs of the business, how the
business works, and then determine how to align IT initiatives to support
business initiatives. This includes:
• Contributing to business growth with an understanding of the industry,
core functions, products, services, customers, and competitors.
Business Savvy & Strategic Thinking
• Recognizing when and how to apply principles of commercialization in
planning and decision making.
• Understanding the strategic direction of the business; knowing
organizational strengths and weaknesses, and proceeding to capitalize
on opportunities while also proactively identifying potential risks.
A CIO must be able to use alliances and partnerships strategically to
benefit both the business and themselves. This includes:
• Identifying stakeholders and understanding their needs.
• Prioritizing the most important stakeholders.
Stakeholder Relationship Management
• Implementing stakeholder management strategies to properly engage
different stakeholder types.
• Developing metrics to benchmark and track stakeholder satisfaction
levels.

Understand the core competencies continued…

CIOs must work to establish a culture of innovation within their IT
department. This includes:
• Being prepared to adopt technological innovation in their products and
services.
• Putting a process in place to allow internal employees to provide ideas,
Innovation Leadership
experiment, prototype, and pilot.
• Securing resources for innovation to drive IT’s ability to identify
opportunities to establish competitive advantages.
• Aligning disruptive technologies with ongoing business initiatives and
the long-term outlook that the business has laid out.
Many CIOs believe that using technical jargon impresses their business
stakeholders – in fact, business stakeholders become confused and
disinterested. The CIO must develop executive communication skills.
This involves:
• Clearly communicating with business leaders in a language that they
Executive Communication Skills understand by breaking down the complexities of IT into simple and
translatable concepts.
• Not using acronyms or technological speak. Easy to understand
translations will go a long way.
• Strong public speaking and presentation abilities.


The CIO must help to drive the growth of the organization through
better management and delivery of data throughout the organization.
This includes:
• Demonstrating the “art of the possible” to internal business stakeholders
by presenting promising opportunities that use big data and analytics.
• Making big data simple and presenting analytics in a fashion that aligns
Business Intelligence & Analytics
well with business stakeholders’ patterns of use.
• Going out and speaking to business stakeholders, understanding what
capabilities they need, and providing solutions that allow decision-
makers to extract data-driven insights in a timely manner.
• Anticipating future internal and customer service needs and
incorporating them into goal setting, products, and services.
With the growing use of “anything as a service,” negotiation, vendor, and
financial management skills are critical to becoming a strategic CIO.
• The CIO must be able to evaluate service offerings and secure
favorable contracts. It is about extracting the maximum value from
vendors for the amount of dollars you are spending.
Vendor & Investment Management
• Financial management skills must be developed. This includes the
ability to calculate total cost of ownership, ROI, and project spending
over multi-year business plans.
• The CIO must develop an approach that integrates investments in IT
with the business plans going forward to create maximum value from IT.


CIOs looking to become a strategic business partner must focus on
managing their talent. This includes:
• Performing workforce and succession planning to ensure resources are
in place to support future business initiatives.
• Having the ability to manage team members effectively and delegate
Talent Management
responsibilities accordingly.
• Motivating employees and keeping engagement levels high, so that
they will be willing to work for you to get things done.
• Developing a reputation for building effective teams and staff. This
involves getting your IT staff to buy-in to your vision.
Strategic CIOs must have the ability to introduce and manage change
in their organization. This includes:
• Being actively engaged in identifying opportunities to introduce change
in your organization, suggesting ways to improve, and then acting on
them.
Change Leadership • Creating and communicating a clear vision for change initiatives to team
members and business partners.
• Communicating the alignment of change initiatives to business goals to
boost motivation of team members and secure buy-in.
• Actively monitoring employees’ responses to change and working to
bring them to acceptance.

There are other factors that will affect your career progression
In order to make the leap to strategic business partner, you must put yourself in a position to
succeed.
There are many other factors that may influence your ability to
advance your career. Some of these factors include:
 Education
• Management at your organization may require an MBA or Info-Tech Insight
other accreditations to be promoted to executive level
management. Every industry and organization
presents a unique set of challenges
 Specialist positions with respect to career development.
• If you want to build a specialist career in a specific field,
Ensure you position yourself for
and your industry or organization currently does not allow success by pursuing personal
you to do so, you will need to actively pursue external development initiatives in a favorable
opportunities. environment that is aligned with your
overall career goals and aspirations.
 Company situation This may involve actively pursuing
• You may have all the prerequisites and requirements to be external career opportunities.
promoted, but organizational complexities sometimes get in
the way. In this position, you may need to build a case and
persuade management, or pursue external opportunities.

Step #2 Assess business stakeholder satisfaction with IT
1 2 3
• 2.1 – Conduct CIO Business Vision • CIO
• 2.2 – Assess results of CIO Business Vision
• CIO Business Vision conducted and results assessed

• Current state of IT maturity identified

Get started by conducting CIO Business Vision
2.1 CIO Business Vision

Info-Tech’s CIO Business Vision program is a low effort, high impact program that will give you detailed report cards on the
organization's satisfaction with IT’s core services. In order to make the leap to strategic business partner, the CIO must,
at the very least, be considered a Trusted Operator.
CIO Business Vision provides valuable insights and guidance for the CIO
by:
• Defining the current state. Collect real data about which role you are
starting from to understand the size of the gap you are facing.
• Measuring stakeholder satisfaction with the core services IT
provides to the business and understanding which matter most to
business leaders to improve. This ultimately results in better stakeholder
management, issue identification, and conflict resolution.
CIO Business Vision

• Prioritizing IT services to improve. For example, if a service has low
satisfaction and high importance, you should focus on building it to
ensure you are better aligned to the business and improve stakeholder
Identify IT’s Current satisfaction levels.
Service Competencies
Info-Tech Insight
Participants:
• Business Leaders Walk before you run. Before embarking on initiatives to take your CIO
• Business Employees career to the next level, you must prove to your business partners that
Gathered Data: you can run a stable IT environment. Once you have driven high levels
• Core Service Satisfaction of satisfaction with IT core services, you will be well positioned to
• Core Service Feedback become a strategic business partner.

Assess the results of CIO Business Vision
Analyze the results of CIO Business Vision. A minimum overall satisfaction score of 70% is required to proceed with
this blueprint. If you are not at the Trusted Operator level, refer to the Move to a Stable & Controlled IT Department
blueprint first. You may also select one of the hyperlinks below that correspond to your current level on the maturity ladder to
uncover a curriculum of recommended blueprints that will elevate the overall satisfaction with IT.
Remember to call Info-Tech
to evaluate your results with
our executive advisors!
90-100%
Satisfaction Transformative Innovator – Transforms
Reliable Technology Innovation
Click Here.
80-90% Evolutionary Innovator - Expands

Satisfaction Effective Execution on Business Projects, Strategic Use of
Analytics and Customer Technology
Click Here.
70-80% Trusted Operator - Optimizes

Satisfaction Effective Fulfillment of Work Orders, Functional Business
Applications and Reliable Service Management
Click Here.
60-70% Reliable Operator - Supports

Satisfaction Reliable Infrastructure and IT Service Desk
Click Here.
<60% Firefighter - Struggles

Satisfaction Inability to Provide Reliable Business Services
Click Here.

Step #3 Gather information from C-level executives
1 2 3
• 3.1 – Conduct the CIO-CXO Alignment Diagnostic • CIO
• 3.2 – Interview executive business leaders

• Conducted CIO-CXO Alignment Diagnostic and assessed results
• Conducted interviews and gathered information from business leaders

Conduct the CXO-CIO Alignment Program
3.1 CXO-CIO Alignment Program

In order to take your career to the next level, you must truly understand the expectations that your CEO and business
leaders have for IT. Info-Tech’s CXO-CIO Alignment program is a quick and easy way to gauge business stakeholder
expectations, identify their priorities, and define the target role for IT.
The CXO-CIO Alignment Program helps to:

• Answer the question, “What do the CEO and executive business leaders
want from IT?”
• Understand the CEO’s perception of and vision for IT in the business.
• Define the target role for IT. For example, does the CEO want IT to be an
innovator (at the Transform or Expand levels in the previous graphic)? Or are
they satisfied with IT being a trusted operator (at the Support or Optimize levels
in the graphic)?
CXO-CIO Alignment Program • Ensure that IT stays on the right track and invests in technologies that align
with business needs.
Understand the Future
Objectives for IT The CXO-CIO Alignment Program is a quick and easy way to collect information
from your executive business stakeholders. It can be completed within 2 weeks,
Participants: extracting various insights and illustrating results in a user-friendly layout.
• CEO • Note: Should you be short on time or prefer a separate method of gathering
• Business leaders information, feel free to use Info-Tech’s
Gathered Data: CIO Executive Business Stakeholder Interview Guide as an alternative.
• IT Future Role
• Expected Budget Change

Assess the results of the CXO-CIO Alignment Program
Review the results from the CXO-CIO Alignment Program. What are the CEO’s and business leaders’ expectations for IT?
How does this align with the CIO’s expectations? Think about the implications of these results on satisfying business
demands. Hint: this analysis will help with evaluating your strategic CIO competencies.
Some key areas to review include:
• Evaluating IT Fundamentals
◦ Overall Satisfaction: Provides insight into the CEO’s perception of IT’s performance as a business partner.
◦ IT Strategic Planning: Identifies the extent to which IT operates in areas that support the business and meet business
needs.
◦ Degree of Project Success: The percentage of projects that exceeded, met, or failed to meet business expectations.
◦ Keys to Effective Alignment: This will help you bake alignment into every layer of IT governance to support long-term
success of the business-IT partnership.
• Aligning with Business Goals
◦ IT Role: This area shows the role that the CEO expects IT to play in the organization.
◦ Goals of IT Innovation: This will help you determine which business goals new IT initiatives should support.
◦ CEO Priorities: This will help IT ensure it is aligned with the CEO’s top projects and key departments.
• Enabling Innovation within IT
◦ Appetite for Innovation Technology: This helps IT understand which technologies IT is expected to adopt to drive
business success.
• COBIT
◦ Review COBIT Goals Cascade: Understand how stakeholder needs, business goals, and IT pain points inform key IT
priorities and processes.

PHASE 2
Assess

Phase 2 outline
Guided Implementation 2: Assess

Proposed Time to Completion (in weeks): 1 week
Step 2.1: Assess Strategic CIO Competencies Step 2.2: Assess Business Stakeholder Relationships
Start with an analyst kick-off call: Review findings with analyst:
• Review CXO-CIO Alignment Diagnostic results. • Review CIO competency gaps and priorities.
• Discuss the Info-Tech CIO Strategic Competency • Discuss the importance of power mapping executive
Evaluation Tool. business stakeholders for personal development.
• Review the activities to be completed in Phase 2.
Then complete these activities… Then complete these activities…

• Identify and prioritize CIO competency gaps. • Evaluate the power, impact, and support of key executive
business stakeholders.
CIO Strategic Competency Evaluation Tool CIO Stakeholder Power Map Template

• At the conclusion of this phase, you will have identified and prioritized your strategic CIO competency gaps and power-mapped your executive
business stakeholders.

Step #1 Assess strategic CIO competencies
1 2
• 1.1 – Assess each strategic CIO competency • CIO
• 1.2 – Identify and prioritize CIO competency gaps

• Identified and prioritized strategic CIO competency gaps

Use Info-Tech’s CIO Strategic Competency Evaluation Tool to
determine your competency gaps
1.1 CIO Strategic Competency Evaluation Tool
After completing the Info-Tech diagnostics and key business stakeholder interviews, it is now time to assess your strategic
CIO competencies. Use Info-Tech’s CIO Strategic Competency Evaluation Tool to evaluate your current level of
effectiveness for each competency.
Open Info-Tech’s
• Use the following resources to assist with CIO Strategic Competency E
valuation Tool
evaluating your level for each strategic CIO now!
competency:
Results from CXO-CIO Alignment Program
Results from CIO Business Vision
Input gathered from one-on-one executive
stakeholder interviews
Personal opinion on each competency
• Use drop-down boxes on Tab 2 to indicate:
◦ The degree of importance of each competency
to your organization (column H)
◦ Your current level of effectiveness for each
competency (column I)
• The tool will calculate the gap between the required Info-Tech Insight
strategic level and your current competency level, and Don’t bite off more than you can chew. Trying to improve
then proceed to prioritize the gaps according to the too many competencies at once can be overwhelming.
importance of that competency to your organization. Focus first on the high priority competencies that are
important to achieving success at your organization.

Identify and prioritize your CIO competency gaps
Prioritize your capability development by examining the size of your competency gap and the
importance to your organization.
Your
competency Use this column
gap is to determine
determined which
by taking the competencies
difference should be
between your addressed first.
required and
current
competency
level.
The high priority competencies should be the focus of Your importance score is
your personal development initiatives. Once you have determined based on the level
completed the competency evaluation, proceed to evaluate of importance to your
your executive level stakeholder relationships. organization that you assigned.

Step #2 Assess stakeholder relationships
1 2
• 2.1 – Evaluate the power, impact and support of key • CIO
stakeholders

• Identified and power-mapped executive business stakeholders
• Evaluated each stakeholder in terms of power/influence, impact, and current level of support

Identify key stakeholders that will stand to lose or win as a
result of your success or failure
Knowing and understanding your stakeholders is the essential first step in managing them. A stakeholder
is anyone that could or should have an interest in what you are trying to achieve – that stands to lose or
win as a result of your success or failure. They are worthy of serious consideration because they will
have the power either to benefit or block your progress.
Stakeholders will vary enormously by the purpose of the

initiative for which they are being evaluated. In this case, If you do not really understand
the initiatives will be the actions you take to improve
each strategic CIO competency identified in the what people are suffering with
previous exercise. and what kinds of challenges
• If you do not effectively analyze stakeholder
relationships, you may spend needless energy:
they’re facing on the business
◦ Focusing on managing those that are less critical. side, you will have a really hard
◦ Ignoring crucial influences that could either hinder or time showing value because it is
assist your success.
too easy for the business to go
• On the next slide, you will perform a stakeholder power elsewhere. IT has to show them
mapping exercise. This exercise will determine the
current power, impact, and support of your executive
that they have value and that
level business stakeholders. they care about them more than
◦ Hint: This exercise will help you develop a
any vendor ever could.
stakeholder management strategy aligned with your
personal development initiatives in Phase 3.
- Frank Neugebauer, CIO, United Educators

Evaluate the importance and support necessary from executive
level stakeholders
2.1 CIO Stakeholder Power Map Template
Use Info-Tech’s CIO Stakeholder Power Map Template to help visualize the importance of key stakeholders and assess
your relationship with them.
1. Identify key stakeholders. Open Info-Tech’s

• Focus on C-level and executive business leaders. CIO Stakeholder Power Map
Template
2. Evaluate each stakeholder in terms of power/influence, now!
impact, and current level of support.
• Power/Influence: How much power/influence does the
stakeholder have over your position in the organization?
• Impact: How will your actions affect this stakeholder?
• Support: How strong is this stakeholder’s support for you?
3. Map each stakeholder to an area on the Stakeholder Power
Map Template based upon the level of his or her
power/influence (Low to High) and support for you (Low to
High). Use the color of the circle to distinguish the effect on
stakeholders.
4. Ask yourself whether the level of support from stakeholders
needs to change to ensure your success.
• Draw a dotted circle to show where that stakeholder needs
to be located (increased support) and an arrow with a dotted
line to signify the needed change.
• Some stakeholders might have influence over others. Draw
an arrow from one stakeholder to another to signify this
relationship.

PHASE 3
Plan

Phase 3 outline
Guided Implementation 3: Plan

Proposed Time to Completion (in weeks): 2.5 to 3 weeks
Step 3.1: Take Control of Your Development Step 3.2: Manage Your Stakeholders
• Explore the various actions and activities to bridge strategic • Review the personal development plan.
CIO competency gaps. • Discuss engagement strategies for different stakeholder
• Discuss the personal development plan. types.

• Create a personal development plan. • Create a stakeholder management strategy.
CIO Personal Development Plan CIO Stakeholder Management Strategy Template

• At the conclusion of this phase, you will have created two key deliverables: the personal development plan and the stakeholder management
strategy.

Step #1 Take control of your professional development
1 2
• 1.1 – Explore actions and activities to improve each • CIO
strategic CIO competency
• 1.2 – Create a personal development plan

• CIO Personal Development Plan deliverable created

What is a Personal Development Plan?
A Personal Development Plan (PDP) documents personal goals and competency gaps, and
identifies the actions/activities that will be undertaken to address the competency gaps.
• A PDP is a living document – it should be reviewed Open Info-Tech’s

and revised regularly as new opportunities present CIO Personal Development
Plan
themselves and goals change. Template now!
◦ A PDP is never complete – learning is a lifelong

process and your PDP evolves as you grow in your CIOs must have the ability to
career. adapt to changing market
◦ Even if you normally create a PDP as part of a conditions and provide a
company process, we recommend you create one foundation for organizational
of your own, a private PDP – one in which you
identify and take action on developing the needs, but also have the
competencies needed to become a strategic CIO. flexibility built in to shift gears.
They must truly understand the
• On the next few slides you will explore a wide variety business and demonstrate their
of actions and activities to bridge competency gaps. strategic abilities to executive
You will then proceed to develop your PDP.
business leaders.
◦ Ensure all high priority competency gaps are
addressed in your PDP. - Ken Piddington, CIO and Executive Advisor,
MRE Consulting

Explore a variety of actions to address your competency gaps
Bridge competency gaps with Info-Tech solution sets, reading, training, volunteering, and
networking – create a holistic and stimulating PDP.
Strategic
Suggested Actions & Activities to Address Competency Gaps
Competency
• Info-Tech Workshops & Blueprints:
o IT Strategy: Understand your corporate strategy and develop an IT strategy that meets
corporate goals. Also see Decode the Corporate Strategy.
o Tailor an IT Governance Plan to Fit Organizational Needs: Optimize your IT governance
structure and processes.
o Adopt Organizational Change Management Best Practices to Maximize Project Benefits:
Don’t let bad change happen to good projects.
• Actions/Activities:
Business Savvy & • Take a business acumen course: Business Acumen Development, Acumen Learning,
Strategic Thinking What the CEO Wants You to Know: Building Business Acumen.
• Ask the CEO to put you in charge of a small business unit or team so that you can
develop the well-rounded skill set necessary to be an effective business partner.
• Pursue an MBA or take an executive development course.
• Meet with business stakeholders. Ask them to take you through the strategic plan for
their department and then identify opportunities where IT can provide support to help
drive their initiatives.
• Shadow another C-level executive. Understand how they manage their business unit and
demonstrate an eagerness to learn.

Explore a variety of actions to address your competency gaps,
continued…
Strategic
Competency
o Manage Stakeholder Relations: Manage your stakeholders effectively by discovering
who they are, understanding how they may impact you, and determining what you can
do about it.
Stakeholder • Actions/Activities:
Relationship o Actively spend time seeking to build better relationships within the business and also
Management outside the business with vendors, customers, shareholders, and partners.
o Relationship building should be done both formally and informally. Set up meetings to go
over important work-related matters, but also go for lunch or coffee as an alternative.
o Take a course in executive politics: Executive Corporate Politics: CIE Course Module 1
o Fast Track Your Teams' Leadership Skills: Quick, simple, and effective tactics for high
impact leadership.
Executive Don’t let bad change happen to good projects.
Communication
Skills • Actions/Activities:
o Develop strong presentation skills, specifically presenting complex topics and ideas in a
very clear and concise manner.
o Frame IT solutions in business terms; communicate the problem or business issues that
your solutions resolve. Refrain from the use of technical jargon.

continued…
Strategic
Competency
o Kick-Start IT-Led Business Innovation: Start leading innovation now to demonstrate the
art of the possible and build credibility as a strategic partner.
o Lead a Digital Transformation to Advance Revenue Generation: Create a strategy that
uses social, mobile, and analytics to improve marketing, sales, and customer service.
Innovation • Actions/Activities:
Leadership
o Attend conferences on innovation (e.g. Unleashing Innovation).
o Perform the Forbes/Christensen diagnostic test (see
How Innovative Leaders Maintain Their Edge and Innovator's DNA Skill Assessments).
o Align disruptive technologies with ongoing business initiatives and the long-term outlook
that the business has laid out.
o Vendor Management: Implement a process that governs the selection of vendors and
subsequent management of vendor relationships, risk, and performance.
o Optimize IT Procurement: Balance between vendor, product, price, and service.
Vendor &
Investment o Review Info-Tech Vendor Landscapes to ensure you select the right product.
Management • Actions/Activities:
o Take a course in finance for non-financial executives: e.g.
Finance and Accounting for the Nonfinancial Executive.
o Attend vendor conferences. Review research on vendors and their products.

continued…
Strategic
Competency
o Develop a Winning BI Strategy: Take a top-down approach to business intelligence to
ensure your organization’s key decision-makers are armed with the right information.
o Align IT with the Real End Customer: Ensure IT and the business are working towards
Business the same goal: improving customer experience.
Intelligence &
Analytics • Actions/Activities:
o Speak with the business stakeholders, understand desired capabilities, and provide
solutions that allow decision-makers to extract data-driven insights in a timely manner.
o Anticipate future internal and end-customer needs and incorporate them into goal
setting, products, and services.
o Lead Staff Through Change: Avoid change failure with effective people management
skills.
Don’t let bad change happen to good projects.
Change Leadership
o Seek high-risk business projects to become involved in. Being prepared to take on
something that no one else was willing to will demonstrate leadership.
o Communicate the vision for IT to your employees to gain their buy-in. The people that
work for you will be instrumental in driving your success.

continued…
Strategic
Competency
o Acquire Talent as a Hiring Manager: Put the recruitment process into day-to-day practice.
o Optimize the Performance of A, B, and C Players: Drive better performance with effective
management techniques for every player on your team.
o Fast Track Your Teams' Leadership Skills: Quick, simple, and effective tactics for high
impact leadership.
o Mitigate the Risk of Retirement with Scalable Succession Planning: Use the Baby
Boomer bubble to focus your efforts.
o See Info-Tech’s Talent & Leadership section for a library of talent management
Talent Management blueprints, tools, and templates to kick-start your talent management initiatives.
o Perform strategic workforce planning by determining the gap between the current talent
in the department and the talent required to meet business objectives.
o Perform succession planning by proactively identifying and developing talent internally to
fill key roles, as well as key individuals or job groups, within the department.
o Gather organizational information to help drive talent management initiatives based on
employee and organizational needs. This includes stakeholder, employee, workforce,
and succession data.

Create your Personal Development Plan
1.2 CIO Personal Development Plan
Use Info-Tech’s CIO Personal Development Plan template to document key initiatives that will
close previously identified competency gaps.
• The Personal Development Plan is used to map specific
actions and time frames towards competency development,
with the goal of addressing competency gaps and becoming
a strategic CIO. You will use this template to document:
 Current and target roles.
 Competency gaps.
 Career progression challenges.
 Overall action plan.
• If you have a coach or mentor, you should share your plan

and report progress to that person. Alternatively, call Info-
Tech to speak with an Executive Advisor for support and
advice.
o Toll-Free: 1-888-670-8889
What you will need to complete this exercise

• CIO Strategic Competency Evaluation Tool results
• CXO-CIO Alignment Program results
• Insights gathered from business stakeholder interviews

Step #2 Manage stakeholder relationships
1 2
• 2.1 – Review engagement strategies for different • CIO
stakeholder types
• 2.2 – Create a stakeholder management strategy
• CIO Stakeholder Management Strategy deliverable created

Review the engagement strategies for managing different
stakeholder types
Managing stakeholders requires engagement, communication, and
Open Info-Tech’s
relationship management. In order to drive your personal development CIO Stakeholder Manageme
initiatives, you will need to effectively build relationships with your nt Strategy Template
now!
stakeholders. Take this time to review the stakeholder engagement
strategies for different stakeholder types.
Stakeholder
Quadrant Actions
Type Mediators Players
Power / Influence
Get players to help champion your (Satisfy) (Engage)
Players - High Influence,
PDP initiatives and convert your
Engage High Support
detractors into supporters.
Turn mediators into players. Spectators Noisemakers

Mediators - High Influence, Increase their level of support and
Satisfy Low Support encourage their input wherever
possible. (Monitor) (Inform)
Keep them content and avoid turning

Spectators - Low Influence,
them into detractors. Keep them Support For You
Monitor Low Support
informed.
Have noisemakers help spread the

Noisemakers - Low Influence, word. Encourage them to influence Note: Refer back to your CIO
Inform High Support key stakeholders to support your stakeholder power mapping exercise.
initiatives. Stakeholders were mapped in Phase 2.

Engage Players
Goal Action
Get Players to help champion your initiative and turn your Actively involve Players to take ownership.
detractors into supporters.
How?
Retain and Protect Persuade and Contain
• Use their positive support to further your objectives and • Go for quick wins early to gain and maintain
act as your foundation of support. stakeholder support and help convert them to your
• Players can help you build consensus among other cause.
stakeholders. • Listen to blockers with an open mind to understand
• Get supporters to be vocal in your town halls. their point of view; they may have valuable insight.
• Be transparent and address issues early to build
• Ask them to talk to other stakeholders over whom they
credibility. Even if they don’t like you, they’ll respect
have influence.
you.
• Adjust your own strategy to meet their needs. What
Info-Tech Insight might seem like a step back can bring greater future
progress.
You must observe and respect boundaries. Sometimes the
business isn’t looking for strategic input and they only want • Seek their influencers to help persuade blockers to
you with your “IT hat.” If you offer something that the see your point of view.
business isn’t expecting or doesn’t want, you run the risk of • If all else fails, plan countermeasures to neutralize any
becoming “annoying” and irrelevant. actions they take to sabotage your initiative.

Satisfy Mediators
Goal Action
Turn Mediators into Players. Increase their support level.
How?
Encourage Support Persuade and Contain
• Make stakeholders part of the conversation by consulting • Make them feel acknowledged; solicit feedback.
them for input on planning and strategy.
• Approach stakeholders on their individual playing
• Sample phrases: fields.
o “I’ve heard you have experience in this area. Do o They want to know that you understand their
you have time to answer a few questions?” business perspective.
o “I’m making some decisions. Can I get your • Stubborn Mediators might never support you. If
perspective?”
consulting doesn’t work, keep them informed of
• Enhance their commitment by being inclusive. Encourage important decision-making points and give them the
their support whenever possible. opportunity to be involved if they choose to be.
• Sample phrase:
Info-Tech Insight o “We are making decision X on this date. We
Don’t “dictate” to stakeholders; make them feel like valued welcome any input you may have.”
contributors by including them in the decision-making
process. You don’t have to incorporate all of their input, but
it is critical for each stakeholder to feel like they are
respected and have been heard.

Inform Noisemakers
Goal Action
Have Noisemakers help spread the word and increase their Encourage them to influence key stakeholders.
influence.
How?
Keep a Positive Attitude Keep a Close Eye on Them
• Identify Noisemakers who have strong relationships with • Be pre-emptive, proactive, and transparent; get
key stakeholders and focus on them. feedback.
o Encourage them to spread the word about your
• Address issues or bad news early, but be careful not
initiatives to their peers. to exaggerate their significance.
• Look for opportunities to increase their influence over • Use one-on-one meetings to give them an opportunity
others. to express the challenges in a private setting.
• Put effort into maintaining the positive relationship so that
• Sample communication statements:
it doesn’t dwindle. o “We need to extend the deadline, and here’s
why.”
Info-Tech Insight • Take initiative to be a problem solver:
You might not have influence over your noisemakers, but o “The implementation was great, but we
you probably know someone who does. Exercise your discovered problems after. Here’s what we’re
relationships with the influencers of your stakeholders to doing about it.”
make sure your stakeholders are getting the right
message.

Monitor Spectators
Goal Action
Keep them content and avoid turning them into detractors. Keep them informed.
How?
Keep a Positive Attitude Keep a Close Eye on Them
• A hands-on approach is not required. • Manage Blocker Spectators the same way as you
• Keep them informed with regular high-level would manage the Supporter Spectators; however,
communications and updates. monitor them closely for drift towards becoming a
Noisemaker.
• Use positive, exciting announcements to increase their
interest in your initiative. • Web portal posts and email announcements are
typically sufficient.
• Select a good venue for generating excitement and
assessing the mood of Spectators. • Listen to questions from Spectators carefully –
increased participation could indicate a shift in interest
or sentiment.
Info-Tech Insight
Use communication media that can reach large numbers of

people, such as emails, websites, and newsletters, and
include simple feedback actions to make stakeholders
more interested. If asking for feedback or input, keep your
questions short, clear, and to the point.

Don’t forget to use CIO Business Vision to assist with
developing your stakeholder management strategy
CIO Business Vision provides insight into each department’s
overall impression of IT. Use the following CIO Business
Vision outputs to assist with developing your stakeholder
management strategy:
 IT Support Breakdown (see below):
• Is the overall organization currently loyal, neutral, or
unhappy with IT?
 Overall Metrics By Department (see right):
• What is the departmental satisfaction overall?
• What is the relationship and capacity satisfaction?
 Departmental Feedback:
• Review open-ended feedback provided by each
department.

Create your stakeholder management strategy
2.2 Stakeholder Management Strategy
Develop a strategy to manage key stakeholders in order to drive your personal development
plan initiatives.
• The purpose of the
CIO Stakeholder Management Strategy Template is to
document the results of the power mapping exercise, create a
plan to proactively manage stakeholders, and track the
actions taken.
• Use this in concert with Info-Tech’s CIO Stakeholder Power

Map Template to help visualize the importance key
stakeholders to your personal development. You will
document:
 Stakeholder role and type.
 Current relationship with the stakeholder.
 Level of power/influence and degree of impact.
 Current and desired level of support.
 PDP initiatives that require the stakeholder
engagement.
 Actions to be taken – along with the status and results.
What you will need
• Completed CIO Stakeholder Power Mapping
• Completed CIO Personal Development Plan
• CIO Business Vision Results

PHASE 4
Execute

Phase 4 outline
Guided Implementation 4: Execute

Proposed Time to Completion (in weeks): 1 week
Step 4.1: Track Your Development Step 4.2: Revisit & Re-evaluate Your PDP
• Discuss key performance indicators, benchmarks, and • Review the KPIs, benchmarks, and targets from the CIO
targets. Strategic Competency Scorecard
• Discuss appropriate time frames to revisit and re-evaluate
the personal development plan.

• Develop a CIO Competency Scorecard • Phone your Info-Tech executive advisor for a follow-up
call in 4-6 months to revisit your personal development
and make appropriate adjustments.
With these tools & templates:

CIO Strategic Competency Scorecard

• At the conclusion of this phase, you will have developed a competency scorecard with key performance indicators and benchmark/targets.

Step #1 Track your development
• 1.1 – Develop a scorecard to benchmark performance • CIO
• 1.2 – Revisit and re-evaluate your personal development
• CIO Strategic Competency Scorecard created

Develop a competency scorecard to measure your progress
and success on personal development initiatives
The CIO Strategic Competency Scorecard template will help you focus on what matters to
your personal development.
• The CIO Strategic Competency Scorecard will help you Open Info-Tech’s
focus on what matters to your personal development. CIO Strategic Competency S
corecard
• Developing key performance indicators and now!
benchmarks/targets for your personal development plan is
essential to gauge your success.
◦ Without metrics, your career development will be very
Strategic CIO
difficult to track.
◦ By establishing benchmarks and metrics up front, you Competency
have a means to evaluate your progress and make the
appropriate adjustments when refreshing your personal
development plan.
Key Performance
Info-Tech Insight
Measures
Make sure you define both leading and lagging KPIs.
Leading KPIs suggest trends, and provide the
opportunity to address issues before they become
critical. Lagging KPIs report an issue after it has
occurred. For example, an employee engagement
survey is a leading indicator. Employee turnover is a Benchmarks & Targets
lagging indicator.

Create your CIO Strategic Competency Scorecard
1.1 CIO Strategic Competency Scorecard
Use Info-Tech’s CIO Strategic Competency Scorecard to document key performance

indicators and benchmarks.
• Using the CIO Strategic Competency Scorecard template,
you will proceed to document:
 Strategic CIO competencies that require development.
 Key performance indicators (KPIs) for each strategic
competency.
 Benchmarks or targets for each KPI.
• If you have a coach or mentor, you should share your plan

and report progress to that person. Alternatively, call Info-
Tech to speak with an Executive Advisor for support and
advice.
o Toll-Free: 1-888-670-8889
What you will need to complete this exercise
• CIO Personal Development Plan

• CIO Stakeholder Management Plan

Remember to revisit and re-evaluate your personal
development plan
As previously mentioned, your Personal Development Plan and Stakeholder Management
Strategy are living documents. It is important to revisit your personal development, track
your progress, and make any necessary revisions to development initiatives as required.
At the end of every quarter, Info-Tech recommends performing

the following with the help of one of our Executive Advisors Info-Tech Insight
(either over the phone or onsite):
1. Track your development by recording results against your Things can shift dramatically at an
benchmarks and targets in your organization each quarter – anything from
CIO Strategic Competency Scorecard. turnover in the senior management suite to
changes in strategic business initiatives
2. Re-evaluate your strategic competencies in the may occur. Therefore, it is paramount that
CIO Strategic Competency Evaluation Tool. you revisit your PDP and stakeholder
3. Analyze the previous mapping of business stakeholders in management strategy to ensure you align
the Executive Business Stakeholder Power Mapping. your personal development initiatives with
Determine if stakeholders have shifted. organizational changes.
4. Re-visit your Personal Development Plan &
Stakeholder Management Strategy. Adjust the initiatives as
required to continue bridging strategic CIO competency gaps.
Remember to call Info-Tech to speak with an

Executive Advisor for support:
• Toll-Free: 1-888-670-8889

Related Info-Tech research
Kick-Start IT-Led Busine

ss Innovation
Innovate now – formalize
later!
Decode the Corporate S

trategy
Access Granted:
Commencing IT value
delivery.
Inspire an IT-Led Revolu

tion
Fast-track the evolution of
IT with a 100-day plan.

Research contributors and experts
Ken Piddington, Chief Information Officer and Executive Advisor

MRE Consulting
Ken is an experienced business leader and technology

strategist with more than 15 years of transformation
leadership experience gained as CIO and executive
advisor for companies domestically and internationally.
Kin Lee-Yow, VP IT
CAA South Central Ontario
Over 17 years of technology leadership experience for

the planning, development, and implementation of
enterprise IT systems in support of the business
operations in order to improve cost effectiveness, service
quality, and business development.

Bibliography
Arandjelovic, Pedja. Bulin, Libby. Khan, Naufal. “Why CIOs should be business-strategy partners.” Web 13 July 2015.
http://www.mckinsey.com/insights/business_technology/why_cios_should_be_business-strategy_partners
Bhanap, Richard. Bernnat, Rainer. Roets, Martin. Bieber, Nicolai. “Memo to the CEO: Are you getting the best out of your CIO?” Booz & Company.
Web. 30 May 2015. http://www.strategyand.pwc.com/global/home/what-we-think/reports-white-papers/article-display/memo-to-the-ceo
“CIO Median Tenure Moves to 4 Years 4 Months.” Janco Associates, Inc. Web. 5 June 2015.
http://www.e-janco.com/Articles/2012/20121008-CIO-Tenure.html
Craig, David. Kanakamedala, Kishore. Tinaikar, Ranjit. “The next frontier in IT strategy: A McKinsey Survey.” McKinsey & Company. Web 13 July 2015.
http://www.executivesondemand.net/managementsourcing/images/stories/artigos_pdf/sistemas_informativos/The_next_frontier_in_IT_strategy
_%20A_McKinsey_Survey.pdf
“Growth reimagined. The talent race is back on.” PwC. Web. 13 July 2015.
https://www.pwc.com/gx/en/hr-management-services/assets/CEO-survey-talent-race.pdf
“Highlights: 2013-2014 Change and Communication ROI Study.” Towers Watson. Web. 13 July 2015.
http://www.towerswatson.com/en-CA/Insights/IC-Types/Survey-Research-Results/2013/11/2013-global-change-and-communication-roi-study
Khan, Naufal. Sikes, Johnson. “IT under pressure: McKinsey Global Survey results.” McKinsey & Company. Web. 4 June 2015.
http://www.mckinsey.com/insights/business_technology/it_under_pressure_mckinsey_global_survey_results/
Rosen, Michael. Findling, Serge. Pucciarelli, Joseph. “IDC FutureScape: Worldwide CIO Agenda 2015 Predictions.” IDC. Web. 13 July 2015.
https://www.idc.com/getdoc.jsp?containerId=prUS25225314
“The Changing Role of IT – And What To Do About It?” CA Technologies. Web. 13 July 2015.
https://www.ca.com/us/register/forms/collateral/techinsights-report-the-changing-role-of-it-and-what-to-do-about-it.aspx
“The DNA of the CIO. Opening the door to the C-suite.” EY. Web 13 July 2015. http://www.ey.com/GL/en/Services/Advisory/The-DNA-of-the-CIO
“U.S. CIOs Reveal Hiring Plans For First Half of 2015.” Robert Half Technology. Web 13 July 2015.
http://rht.mediaroom.com/2014-12-02-U-S-CIOs-Reveal-Hiring-Plans-For-First-Half-Of-2015

Firefighter Roadmap:
Leverage Info-Tech’s research to expedite IT improvement
Devices (APO09, BAI09)
Next Level: Reliable Operator
4
End-User Co Mobility Manage
mputing ment
Security (APO013, DSS05)
3
l Information S Secure Critical Syste
Leve ecurity ms
ge t
Tar
Service Desk (DSS02)
el 2
Lev
nt
r re Service Desk Incident Management
Cu
Network and Infrastructure (BAI09, BAI10)
1
Make the Networ Outsource Network M
Current Level: Firefighter k Invisible anagement

Reliable Operator Roadmap:
Work Orders (DSS01, DSS02, BAI04)
Next Level: Trusted Operator
4
Manage an Agil Application Maint
e Portfolio enance
Stakeholder Management (APO08, EDM05)
3
e l Manage Stakeholder Inspire an IT-Led R
t Lev Relations evolution
ge
Tar
Service Management (DSS01, BAI04, BAI06)
l 2
Leve
ent
User-Facing Se Capacity Managemen
r r rvice Catalog t
Cu
Business Applications (BAI03, BAI05, BAI07)
1
Application Devel Application Rationaliz
Current Level: Reliable Operator opment ation

Trusted Operator Roadmap:
Strategy & Governance (EDM01, APO01, APO02)
Next Level: Evolutionary Innovator
4
IT Strategy IT Governance
Projects (APO05, BAI01, BAI02)
3
l Project Management Project Portfolio Man
Leve agement
a r get
T
Resource Management (APO06, APO07)
l 2
Leve
ent
Resource Manageme
IT Budgeting
r r nt
Cu
Data Quality (APO01, DSS06)
1
Data Managemen
Current Level: Trusted Operator t Data Quality

Evolutionary Innovator Roadmap:
Focus on these areas to advance to the next level
Enterprise Architecture
Next Level: Transformative Innovator
4
Adopt Universal Develop an E
EA Principles A Vision
Customer-Facing Technology (BAI03, EDM02)
3
Consumer Technology I Exploit Disruptive Tec
e vel ntegration hnology
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r g
Ta
Risk Management (EMD03, APO12)
el 2
L ev External Complia Mitigate Risk with Int
nt
r re nce ernal Controls
Cu
Analytical Capability (BAI03, DSS06)
1
Develop a Winning Develop a BI Tool
Current Level: Evolutionary Innovator BI Strategy Strategy

Transformative Innovator Roadmap
Next Level: You are already at the

highest level
IT Innovation Leadership (APO04)
2
Kick-Start IT-Led Busi
ness Innovation
Leadership, Culture & Values (APO01, APO07)
1
Leadership Opti Employee En
mization gagement
Current Level: Transformative Innovator

02 Become A Strategic CIO Phases 1 4

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Become a Strategic CIO

Info-Tech Research Group 2

This Research Will Also

Info-Tech Research Group 3

Situation Info-Tech Insight

2. Career advancement is not a solo

Individual Benefits Organizational Benefits

Info-Tech Research Group 5

Info-Tech Research Group 6

Info-Tech Research Group 7

IT’s Effectiveness in Enabling Business Objectives From 2011-2013,

2011 2012 2013

Info-Tech Research Group 8

Info-Tech Research Group 9

• According to a study conducted by IDC: Primary Business Role of IT Today In 3 Years

Source: CA Technologies. “Tech Insights Report: The Changing

Info-Tech Research Group 10

1 Acting as a business leader Look for this diagram at the

2 Aligning IT with the customer

3 Managing talent and change

Info-Tech Research Group 11

Business Stakeholders’ Satisfaction With IT According to Info-Tech’s

Info-Tech Research Group 12

Source: Info-Tech CIO-CXO Alignment, N=120

Info-Tech Research Group 13

4. CIOs fail to track their stakeholder satisfaction

Info-Tech Research Group 14

Source: Booz and Company, Memo to the CEO

Every CIO interviewed emphasized the

Info-Tech Research Group 15

Executive Business Stakeholders’ Satisfaction

of CEOs believe that innovation drives

of highly innovative companies make primary

Satisfied Little to No Satisfaction

Info-Tech Research Group 16

Info-Tech Research Group 17

Anticipate future internal and customer service 65%

Non-IT Executives IT Executives

Adapted from: McKinsey. “Why CIOs should be business-strategy partners”

Info-Tech Research Group 18

Executive Business Stakeholders’ Satisfaction With BI, Report-

Refer to Info-Tech’s blueprint,

Source: Info-Tech CIO Business Vision Diagnostic. N=2273

Info-Tech Research Group 19

Advance your role as CIO Protect your role against others

Info-Tech Research Group 20

Info-Tech Research Group 21

Info-Tech Research Group 22

• Change failure is exceedingly prevalent. According to a study

Info-Tech Research Group 23

Info-Tech Research Group 24

Info-Tech Research Group 25

Info-Tech Research Group 26

Schedule Activities Goal List of Deliverables

0.1 – Gather information from Gather information to create a

2.1 – Create a personal Identify personal development • Personal development

Info-Tech Research Group 27

Become a Strategic CIO

Guided Implementation 1: Launch

Phase 1 Results & Insights:

Info-Tech Research Group 29

Outcomes of this step