CIO Boot Camp

Sunday - Monday, May 17- 18
8:30 AM – 4:30 PM

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

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

Karlin Sue Bohnert,
Chief Development Officer, VP Emeritus - Abercrombie & Fitch

Louis Gutierrez,
CIO Emeritus – Commonwealth of Massachusetts; CIO Emeritus Harvard-Pilgrim Healthcare

Tom Mantz,
Managing Director,
MNL Associated, LLC

CIOs and senior IT management learn skills to exceed expectations and transform organizations into performance leaders at CIO Boot Camp—an intense, highly interactive two-day program.

You’ll master a variety of key leadership skills at CIO Boot Camp. Learn how to develop key relationships within and across organizations and make sense of ambiguous situations. Create compelling images of the future and turn your visions into reality. Manage data collection, processing and analysis to drive results. Successfully navigate money, mindsets, management processes and manpower.

Centuries of university research and decades of real world experience demonstrate unambiguously that the best [and most cost effective] way to avoid making mistakes is to learn from those who made them in the first place. The CIO Posse is a group of been-there-done-that C-class executives from billion dollar plus organizations who will share the mistakes they have made and roll-up-their-sleeves in personalized workshops to demonstrate how these lessons apply in your world.

The CIO Boot Camp blends ahead-of-the-curve, relevant to you leadership research with fresh-from-top-of-tech-trenches practical know-how giving participants a fully rounded tool kit to meet the challenges of the next generation IT organization.

DAY-BY-DAY OVERVIEW

Day One

Tales From the Top-of-Tech

• C-level ‘war’ stories from the trenches:
• Why CIOs lose their jobs
• Toughest Moment as an IT leader
• What You are Proudest of
• Lessons “on the way in and out”

IT and the ‘Money’ Thing

• The Relationship with the CFO
• How IT Budgets Really Work

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

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

Understanding Where Technology is Taking Us/Can Take Us

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

Getting Out of the Engine Room

• Repositioning IT as a Strategic Player Rather Than a ‘machine tender’

Managing IT ‘Vegetables’: Alignment, Compliance, Governance, & Infrastructure

• What it is/Why it matters
• Why it is difficult
• Explaining it to the 'Suits'

Structured For High Performance

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

Day Two

Managing Vendors

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

• Vendor management strategy
• Vendor management program and metrics
• Initiating and terminating vendor relations

SenseMaking 101: IT Strategic Planning Processes

Properly conceptualized, boldly imagined and precisely deployed IT projects can create competitive advantage. Learn best practices:

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

Relating 101: Managing the People of IT

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

Relating 201: Managing Personal/Social Networks

The evolving science of human relationships:

• Identifying Key Players
• Hubs
• Pulse Takers
• Gate Keepers

Vision and Innovation

• Frameworks
• Tools
• Techniques
• Best Practices

Final Exam/Conclusion