- Getting to be CEO via a Career in IT
28 Jan 05 | Position Papers
This report is a series of annotated PowerPoint slides that illustrate the research journey we undertook to understand the traits and characteristics of individuals who have made it to the top from a career in IT.
It is hoped that our key findings will provide a set of guidelines to those with the desire to get to the top, or at the very least, to gain the ear of those at the top of their organizations.
Only then will the CIO have the maximum impact on business decision-making and fulfil the role of ´Chief Innovation Officer´.
- Bolstering IT Governance to Cope with the New Risks and Opportunities
22 Feb 06 | Presentation
Recent LEF research suggests that IT governance in most firms is not nearly as robust as it now needs to be to manage the risks of the new IT environment while also securing the substantial benefits that the new models pr
Kirt Mead presents frameworks for bolstering IT governance based on field research with over 20 multinationals in the US and Europe. Successful governance involves the business, and is focused not on abstract process, but on those few key decisions that management needs to make to control risk, and secure necessary cooperation and discipline in the use of IT. He also presents a practical approach for engaging management and developing IT governance through a series of stages over time.
See event: IT Governance in the 21st Century
- The CIO lacks influence – The missing ingredient: political acumen
17 Nov 05 | Journal Articles
Like it or not, organizational politics is a part of corporate life.
Organizations, being made up of people, are essentially political institutions, and all leaders have to deal with organizational politics.
Some are better at it than others – and IT leaders seem to be particularly bad.
A ‘political zoo’ that uses four animals as analogies for different types of behaviour can guide IT professionals to greater political success.
- Stimulating Innovation in Challenging Times
21 Feb 05 | Presentation
This talk provides a closer look at the nature of innovation by exploring what makes an innovative organization and the role of the CIO in the context of innovation.
We define ‘innovation’, provide insights into, and understanding of, the holistic nature of innovation, suggest how you can explore your organization’s attitude towards innovation, and suggest ways that you can improve your organization’s innovativeness.
In this session we introduce a management tool that we call the ‘IT Innovation Portfolio’.
See event: Breaking Through the Glass Ceiling – Beyond the Role of CIO (21 Feb 2005) - Disruptive Technology
21 Feb 05 | Presentation
This talk presents our research on the attitudes and behaviours of the successful 21st Century CIO. We also provide an overview of the management techniques that smart CIOs use to align IT with the CEO’s agenda.
See event: Breaking Through the Glass Ceiling – Beyond the Role of CIO
- Aligning with the CEO Agenda
21 Feb 05 | Presentation
This talk presents our research on the attitudes and behaviours of the successful 21st Century CIO. We also provide an overview of the management techniques that smart CIOs use to align IT with the CEO’s agenda.
See event: Breaking Through the Glass Ceiling – Beyond the Role of CIO - Beyond the Role of IT Director
26 Oct 04 | Presentation
During a three year study, Robina Chatham investigated the traits and characteristics of CEO’s who had made it to the top from a career in IT, and identified those special ‘ingredients’. Robina discusses her findings.
See event: Beyond the Role of IT Director
- Breaking through the Glass Ceiling - Beyond the Role of CIO (Case Study)
14 Sep 04 | Case Studies
Presenter: John Melo, Managing Director, Melo Associates
John´s lengthy IT career commenced in South Africa when he joined Standard Bank as a Trainee Computer Operator, and culminated in roles such as Head of Treasury Systems for Midland Bank and finally Group IT Director for Thomas Cook worldwide.
Since then he has held a variety of leadership roles for ´central functions´, such as Corporate Change and Human Resources, as well as line roles like Customer Services, Operations, Executive Director and Managing Director.
John relates what these career changes have taught him and the successes and failures he has had along the way. In particular, he will highlight the different corporate cultures he has worked with and the difficulties they present to IT Directors aspiring to break out of their ´central´ roles.
See event: Breaking through the Glass Ceiling - Beyond the Role of CIO (14 Sept 2004)
- Beyond the Role of CIO (Case Study - Rick Wills)
14 Sep 04 | Case Studies
Presenter: Rick Wills, Chairman, BA London Eye
Having had a successful career in IT, Rick was responsible for corporate venturing at BA during the 1990s, launching and managing eight or nine major new businesses around the world in a number of different market segments.
Having learned many lessons through this time - some painful - he now sits on the Board of a number of companies, as Chairman and Non-Exec Director, and advises corporates on the subject of business innovation.
This talk tells that story of the transition from CIO to CEO and draws out some of those lessons learned.
See event: Breaking through the Glass Ceiling - Beyond the Role of CIO (14 Sept 2004)
- Beyond the Role of CIO (Case Study - Rick Wills)
14 Sep 04 | Presentation
Presenter: Rick Wills, Chairman, BA London Eye Having had a successful career in IT, Rick was responsible for corporate venturing at BA during the 1990s, launching and managing eight or nine major new businesses around the world in a number of different market segments. Having learned many lessons through this time - some painful - he now sits on the Board of a number of companies, as Chairman and Non-Exec Director, and advises corporates on the subject of business innovation. This talk tells that story of the transition from CIO to CEO and draws out some of those lessons learned.
See event: Breaking through the Glass Ceiling - Beyond the Role of CIO