The document discusses elevating the role of the CIO to a strategic business partner. It outlines an IT investment lifecycle with key phases including capturing business demands, prioritizing projects, delivering projects to track goals, assessing impact, and communicating across the business. It notes that while many CIOs want this strategic role, few have adopted it, and C-suite peers often don't see CIOs as enabling strategic decision making. The lifecycle aims to ensure IT investments are properly prioritized and aligned to business goals and deliver value, while managing risks such as misaligned projects or goals. Future CIOs must serve as strategists, take calculated risks, manage IT portfolios, and maintain risk visibility.

1. Elevating the Role of the CIO to
Strategic Business Partner
Vange Yianni
PPM Solutions Consultant

2. Agenda
• The Changing Role of the CIO
• Adopting the IT Investment Lifecycle
– Key phases of the lifecycle
– Benefits to the organisation
– Risks
• Future role of the CIO

3. The Challenge……
“For many years, CIOs have been talking
about becoming a true partner to the
business and the executive management
team. But relatively few have broken out of
their comfort zones to actually become one.”
17%
CIOs have
a position in
the executive
leadership team
“While 60% of CIOs strongly believe that they help enable
fact-based decision making in relation to corporate strategy,
just 35% of their C-suite peers agree.”
of

4. The Changing Role of the CIO
• Operational
– Execution of the basics — keeping systems up and running,
while keeping close tabs on the organisation’s overall IT spend
• Strategic
– Provide justification of current decisions and communicating
future directions and expectations

5. IT Investment Life Cycle
Communicate
across the
Business
Capture
Demand
Assess
the
Impact
Prioritise
Projects
Deliver and
Track
Goals
Invest Based
on Business
Goals

6. Capture the Demands of the Business
Risk
Without properly capturing business demand, IT runs the risk of implementing
projects that have little to no impact on the business.

7. Prioritize the Work
• As a CIO, there are four “pillars” of
prioritisation that need to be balanced in any
investment decision:
• Finances—use ROI, TCO, Cost of Service
• Risks— minimize the business risks and
clearly illustrate the risks associated with a
failure to proceed
• Systems architecture— Systems architecture
data allows you to determine how well the
technology will fit into your organisation
• Corporate alignment— aligning IT with
corporate strategies
Risk
If projects are not
prioritised according to
business goals, resources
can be over committed or
misaligned.

8. Business Value
Invest According to Business Priorities
High Value
• Low Risk
(Fund)
High Value
High Risk
(Potential)
Low Value
Low Risk
(Potential)
Low Value
High Risk
(Do not fund)
Risk
Risk
When business priorities are
secondary, lack of consistency
and poor ROIs are common.
Organisations can be forced
into “decibel management.

9. Deliver and Track Goals in Real‐Time
Risk
When projects are not
delivered on time and
targeted to business
need, market
opportunities are
missed, costs increase,
and customer
satisfaction can
decrease.

10. Assess the Impact of the Work
Risk
Without mapping a
project’s success rate to
business initiatives, it is
impossible to accurately
determine the impact of
your IT investment.
Unless your are engaged
in a constant assessment
process, applications can
perform redundant
functions and reduce the
return on your IT
investment.

11. Communicate with the Entire
Organisation
Risk
Unless you communicate
the true value of IT to
business decision makers,
IT will be relegated to a
cost centre and unable to
increase innovation
capacity.

12. Summary
Future CIOs will need to:
• Serve as a key strategist
• Provide a venture capitalist approach in taking calculated risks
• Manage and measure the performance and alignment of the
IT portfolio fund
• Maintain visibility and acceptable risk threshold levels across
the IT portfolio

13. THANK YOU

14. For more information……
website: www.changepoint.com

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