CIO United Nations
Program
Agenda
Boston University
Executive Leadership Center
Our Distinctive Competencies
The Role of the CIO in the Networked Government
Q & A
Boston University
• 4th Largest Independent University in U.S.
• 5th Largest Research University in U.S.
• Largest international population in New England and largest number of students studying abroad.
• Student body is over 32,000 from all 50 states & over 130 nations.
• Over 8,000 employees, approximately 3,000 of whom are faculty.
• With 3,000 students, SMG has 9% of the University’s students. International students comprise 9.4% of the SMG student body. • Enrollment: Undergraduates – 1600 Master’s Candidates – 1160 Executive MBAs – 78 DBA Candidates – 45 • Our custom executive education programs are now ranked 3rd nationally and 8th worldwide by Financial Times.
School of Management & Executive Education
The Executive Leadership Center
The Executive Leadership Center occupies the entire fourth floor of the Rafik B. Hariri building at Boston University’s School of Management. It has been built to accommodate today’s professionals, with design promoting comfort, teamwork, and technological innovation. The facility offers state of the art technology including multimedia classrooms, wireless laptop capabilities, and fully equipped breakout rooms ideal for teaming and work groups. On‐site Features: •7 corporate seminar rooms (6 tiered and one flat). •designed to support and enhance the executive learning experience. •12 breakout rooms, with computers and materials to support teams and work group sessions. •Specially appointed executive lounges and reception areas. •Executive dining room with an in‐house chef. •Exceptional technological infrastructure, giving students and faculty access to the latest tools shaping the global marketplace.
Global Partnerships
Boston University’s research and global development has built a strong base of partners around the world with whom we currently work, or have an ongoing relationship. A sample list includes: •AT & T •Bank of America •Biogen •Boston Scientific •British Petroleum •Cardinal Health, Inc. •CIO Magazine •Compaq •CPA Nord Lille •Ericsson •Genzyme •Hanover Insurance •Hewlett Packard •iBasis •IBM • John Hancock Signature Services • Lexington Insurance • LG • Munich Business School • National Grid • Nokia • Pitney Bowes • ProMutual Insurance • Raytheon • SK Energy • State Street • University of Oslo • Verizon • Wuerzburg UniversityDistinctive Competencies
•Deep CIO Knowledge.
•Co‐creation of Curriculum with Clients.
•Innovative Educational Approaches.
•Global Partnerships.
Core Strengths •Formation of strategic alliances, resulting in action plans. •Custom‐designed curriculum to build knowledge and skills. •Continuous application of development experiences. •Measurement of educational results, and behavioral and performance impact on organizations. •Use “real”instructional material not “theoretical”. •Extend the “learning program”into the job.Partnership with CIO Magazine
CIO Magazine is published by CXO Media, a subsidiary of International Data Group (IDG), the world's leading technology media, research and event company. Based on a shared commitment to excellence in CIO executive education, Boston University School of Management has partnered with CIO.com and developed a week‐long CIO Pocket MBA program. This one‐week residential program takes place at Boston University’s renowned Executive Leadership Center. For the last 5 years, the program has attracted more than 400 CIOs from Egypt, Hungary, Iceland, Korea, Malaysia, Netherlands, Republic of Ireland, Russia, Spain, Sweden, United Kingdom and the United States.Deep CIO Knowledge
CIO Programs Delivered by BU Around the World
Deep CIO Knowledge
For the last 3 years, we have run 21 open‐enrollment and custom programs for 527 CIOs around the world. Sample programs we run abroad are: The European CIO Pocket MBA The CIO Pocket MBA in China The Role of the CIO in the Networked Government – Saudi Arabia The Role of the CIO in the Networked Government – Brunei The Role of the CIO in the Networked Government – QatarThe Role of the CIO in the Networked Government
• To examine the implementation of a large‐scale technology introduction in a complex organization. • To determine the degree to which these implementation issues are similar to those faced in the governmental organizations. • To engage in an open discussion about the leadership role of the CIO in the government sector. • To introduce the concept of innovation in the public sector.Sunday Monday Tuesday
12‐Jun 13‐Jun 14‐Jun
8:00 am ‐ 12:00 pm 8:00 am ‐ 12:00 pm 8:00 am ‐ 12:00 pm
Professor N. Venkatraman Professor N. Venkatraman Professor N. Venkatraman Professor Michael Lawson
1:00 pm ‐ 3:00 pm 1:00 pm ‐ 3:00 pm 1:00 pm ‐ 2:00 pm
Toward a Successful Implementation Professor N. Venkatraman Professor Michael Lawson Professor Michael Lawson Professor Michael Lawson
2:00 pm ‐ 3:00 pm Session Wrap‐up The Role of the CIO in the Networked Government Boston University School of Management June 12 ‐ 14, 2011 Program Agenda At‐a‐Glance BREAKFAST The Networked Era: Opportunities and Challenges for the CIO From Productivity to Transformation: the Role of the CIO Defining the IT Enabled Initiative for Qatar Government LUNCH The Networked Economy and Organizational Transformation The Public Sector CIO: Leading Change, Implementation and Alignment
Sample Program Agenda
Program Description
Session Description The Networked Era: Opportunities and Challenges for the CIO The networked era has changed the rules of the game leading to greater innovation than ever before and a wide array of economic, technological, political and social disruptions that are both opportunities and threats. This session explores the complex global business challenges that have been created by this new competitive environment and asks the central question, “How might the future unfold?” The Networked Economy and Organizational Transformation The role of the CIO is becoming more important than ever; it is no longer just about managing the information technology infrastructure, but rather about architecting the business strategy and organization for the information age. It is essential that CIOs understand the fundamental link between IT functions and the overall functions of the organization. In this session we will explore the role of capability platformsas a means of achieving new ways of working. From Productivity to Transformation: the Role of CIO The new edge organization is characterized by highly distributed, self‐synchronized work processes. And yet, creating shared values and a shared strategic intent remains as a requirement for sustained organizational success. This session will pay particular attention to the challenges of realigning the organizational structure in order to respond national goals and the obstacles that such internal transformation may encounter. It also asks the fundamental question, “What opportunities are created as a result of both internal and external disruptions?” The Public Sector CIO: Leading Change, Implementation, and Alignment In this session we focus on how the public CIO can innovate in ways that evolve with changes in economic, global and technical forces. We examine issues of risk assessment and the innovation process and look at the operational, financial and human side of sustaining real innovation in the organization. Defining the IT Enabled Initiative for Qatar Government In this session, we will discuss the specific implications of the network‐era ideas in the Qatar’s context with a define project for each participant. We will explore opportunities and challenges they pose for the role of CIOs. Finally, participants will identify the biggest impediments to change anddiscuss the ways in which they can provide the necessary leadership. Toward a Successful Implementation As a culmination of this 3‐day program, we will lay the foundation for post‐program activities. Participants will discuss their own IT enabled initiatives and develop the ‘follow‐up’strategies to begin the initiative’s implementation.Where does IT (e‐Gov) fit in?
Supporting
Shaping
Role of
IT
Government
Vision
Government Vision Government Vision I.T or Digital Vision I.T or Digital Vision Shaping Supporting
Our Overarching Alignment Framework
The Network Era:
Opportunities and Challenges for the CIO
Role of Government in the Digital, Network Era (1): Government Business Government Citizens Role of Government in the Digital, Network Era (1): Government Business Government Citizens Role of Government in the Digital, Network Era (2): Mobile Web Social Web Media Web Realtime Web Machine Web Role of Government in the Digital, Network Era (2): Mobile Web Social Web Media Web Realtime Web Machine Web 1 1 2 2B2B B2B B2CB2C C2B C2B C2CC2C
Private Sector View of Network Era
Business Business Consumer ConsumerB2B B2B B2CB2C C2B C2B C2CC2C
Government’s View Introduces Additional Relationships
Business Business Consumer/Citizen Consumer/ Citizen B2G B2G C2G C2G G2B G2B G2CG2C G2G G2G Government GovernmentCIOs Are Increasingly Recognizing and
Responding to Five Interconnected Webs
5 billion mobile subscriptions 5 billion smartphones in 5 years
Primary gateway to access information, communicate and connect with others
What ‘apps’
are developed and deployed? What’s the roadmap?
How to engage citizens in the design and development of mobile apps?
5 billion mobile subscriptions 5 billion smartphones in 5 years
Primary gateway to access information, communicate and connect with others
What ‘apps’
are developed and deployed? What’s the roadmap?
How to engage citizens in the design and development of mobile apps?
Rise of Social Web with Facebook, Google +, LinkedIn and others
Rapid shift in how people connect and interact with others on Social Web
What social web ‘apps’
are developed and deployed? What’s the roadmap?
How to engage citizens in the design and development of social web apps?
Rise of YouTube as media web
Role of media web to access news and information as well as share media
What media web ‘apps’
are developed and deployed? What’s the roadmap?
How to engage citizens in the design and deployment of media web
apps?
Rise of Twitter as real‐time web
Role of real‐time web to communicate and access news and information
What real‐time web ‘apps’
are developed and deployed? What’s the roadmap?
How to engage citizens in the design and deployment of real‐time web apps?
Emergence of smarter digital infrastructure
Role of connected machines, devices and applications
How should we design and deploy next‐generation “Internet of Things”?
The New Context for IT Strategy for the Key
Government CIOs
Innovation Implementation Governmental Agencies CIOs Investment Center Growth Center Cost Center Service Center
Innovation Implementation Governmental Agencies CIOs Investment Center Growth Center Cost Center Service Center Below versus Above the Line Mandate Investments Skills & Competencies Processes Sourcing Relationships Performance Scorecard
