European CIO Association. Executive Education Programme

Transcription

1 European CIO Association 1. Introduction and context 1.1. History: the eskills and ICT professionalism problem It is widely recognised that across Europe the econo- mies are facing severe shortages of eskills for years to come. This situation is impacting the ICT industry ( ICT supply ) as well as the ICT users ( ICT demand ) organisations, which the European CIO Association ( EuroCIO ) represents. In addition to the overall skills shortage, this leads to a war for talent in the labour market, which our organisations and beyond that our economies are suffering from. This problem is further aggravated due to the fact that for a large percentage of ICT job positions, both ICT supply and ICT demand organisations had to compro- mise and fill those positions with people not fully ade quately trained for the requirements of the jobs at hand. All this leads to a lack of professionalism of the ICT profession as a whole. Bodies of Knowledge Standards 1.2. Activities of European Commission Support and Improve Quality of Europass CV (inc ICT extensions) Portfolio of Evidence Informal Learning Non-formal Learning Certifications Education providers Qualifications Aligned with National Competence Frameworks National Qualification Frameworks Foundational ICT Body of Knowledge define Employment Key Users Agencies use Role Profiles define Employers Career Development Streams define Professionals Associations Codes of Ethics/ Conduct This very situation has long been recognized by the European Commission ( EC ) as a core stumbling bock to further economic growth in Europe. In the past years, the EC has focussed on research on the eskills shortage issue the development of standards in order to pro- mote comparability of skills and hence support the migration of eskilled workers (ecompetence Frame- work, ejob Profile, ecareer Curricula, etc) awareness initiatives in order to promote e- jobs across Europe. Industry / Academic / Government / Social Partners (e.g. via Special Interest Groups, Communities of Practice, Trade EuroCIO has become the CoLead on the European e Unions, CEN Workshop on ICT Skills) Skills Association ( EeSA ), which advices the EC on eskills issues and priorities. Thus, the ICT demand community is able now to voice its eskills and education needs directly to the EC via the EeSA. EQF Aligned with ICT Practitioners Definition Consultancy Marketing European e- Competence Framework Operator ICT Capability Analysis Aligned with Meta framework of Ethical Issues Common Guidelines Consultations are ongoing at the EeSA on the priorities of the EC in the eskills area up to 2020, the focus being laid upon the improvement of ICT professionalism across Europe (see above an overview diagram from the study on ICT professionalism by IVI and CEPIS). Standardisation efforts as the maintenance of the corresponding frameworks will continue, while a focus is being laid on certification and qualification schemes in the ICT domain. The fundamental standardisation effort of the EC in the eskills area is the ecompetence Framework (e CF). All other standardisation activities are based upon the ecf as a common framework to categorise e 4 ICT professionalism is core to create business value from IT investments Input: Capital ICT Professionalism IT Investment Business or Organization al Capability ICT Organisation al Capability Output: Business Value From: Study on European ICT Professionalism by IVI and CEPIS The European Commission has recognised the severity of the ICT professionalism problem An extensive study has been done by IVI and CEPIS to develop a model for promoting ICT professionalism The European Commission is about the shape a multi-year ICT professionalism effort.

2 skills. The EC is in the process of declaring the ecf a formal European standard through the CEN mecha- nism. EuroCIO is fully endorsing the ecf and promoting its usage amongst its members Activities of the EuroCIO HR workgroup Given the importance and severity of the eskills shortage problem for the ICT demand organisations, EuroCIO took the initiative and launched the eskills Workgroup in 2007, now renamed into the HR Workgroup ( HRW ), in order to investigate and address the eskills shortage issue for the ICT demand organisations in depth. The HRW had intense meetings with the academic world about these issues and came to the conclusion that EuroCIO should strive to develop an innovative, tailormade executive educa- tion offering to contribute to solving the needs of the ICT user organizations at large in Europe Strategic focus of the European CIO Association: Executive Education EuroCIO has decided in 2008, based upon the recommendation of the HRW, to engage in establishing the EuroCIO Education Programme, which focuses on executive education, aimed at the further professionali zation of the CIO and his/her organization and, where appropriate, striving for international (at least Euro- pean) certification of the participating students. The programme is educating a wide range of people (from business and IT) to fill in existing and future vacancies at higher managerial and executive levels. It fundamentally interprets CIM roles, including that of the CIO, as business management roles rather than purely technical roles, an interpretation heavily sup- ported by leading executive search firms. In such an approach, the programme is addressing the experi- enced shortage of business language, knowledge and skills in the IT departments. Innovation happens at the business-it interface. We lack these skills. The EuroCIO Education Programme has to be regarded both in addition to and in cooperation with exist- ing education in the European market. The offering is unique in that multiple leading European business schools cooperate to create a truly European learning experience. Programmes at the executive education level lend themselves more readily to a European approach than education programmes at a staff level. The latter should rather be established in a multinational ap- proach. Business Private or public company Growing Gap: New Skills For Innovation CIO Department: Broker between Business & ICT Outsourcin g ICT-Industry Supply side New Technology Management Staff Positioning the EuroCIO Educational Program Advanced Courses for ICT managers in the ICT-supply industry Courses + University programs for technicians and programmers Supply (ICT industry), Universities????????? EuroCIO Educational Offering Technical courses (e-business, web 2.0, ERPuse, end-users) Demand (CIO-community) Focus on executive The EuroCIO Educational education Program addresses ICT Executives for the needs at ICT the ICT demand demand side side A fundamental design principle of the EuroCIO Educa- tion Programme is the fact that it is driven explicitly by the ICT demand side to cover the needs of the CIO and his/her organization. The CIO community takes an active role in the program, accepting the responsibility to drive the content of the various educational offerings according to its needs, of course in dialogue with academia. The CIO community is participating in the educational efforts by playing an active role in the courses presenting real world case studies to the students. The last major design principle of the EuroCIO Educa- tion Programme is coherence with the EC s standardisation efforts. It explicitly complies with the stand- ards promoted by the EC, specifically: ecompetence Framework ejob Profiles ICT Professionalism initiative

3 QUALITY initiative 1.5. The EuroCIO educational ecosystem and its layers The EuroCIO Educational Programme consists of an ecosystem of three discrete layers forming a pyramid of education: Layer 1: Education of the top lev- el in the pyramid of IT functions in organisations. The EuroCIO Executive MBA programme on Corporate Information Manage- ment ( Business & IT ) aims at the highpotentials, future CIOs, topconsultants, etc. striving to obtain in their career the highest responsibilities in managing ICT departments, digital transfor- mation or innovative business projects, in general leading to a Clevel position in larger organisa- tions. This layer 1 offering is intended both for experienced IT managers in need to broaden their scope with business knowledge, as well for business managers in need to understand better Cor- porate Information Management. The program is a full MBA program but pays much attention on IT decision making. Layer 2: Multiple EuroCIO Professional Programmes in Corporate Information Management ( CIM ) disciplines. Layer 2 aims at the highest IT professionals, in general reporting to the CIO, enterprise architects, program or project managers, IT security and risk managers, demand or sourcing managers, etc. The education consists of a diversity of modules, all targeted at the high- est levels of the ICT organisation. In the discussions within the CIO community thereafter, EuroCIO has defined 7 core Corporate In- formation Management ( CIM ) disciplines to be the vital future skills areas necessary to effec- tively manage ICT demand organisations. The 7 pillars of the socalled ecompetence Matrix ( e CM ) reflect the skills sets most critical to the ICT demand organisations and at the same time scarcest in the labour market. The structure of layer 2 is based upon the ecm, which divides Cor- porate Information Management into the seven disciplines most critical to the ICT user organisa- tion. The aim of EuroCIO is to de- velop a linked set of professional programmes in these seven dis- ciplines. Out of these 7 disciplines, Enter- prise Architecture has been iden- tified as the most critical skill set to be addressed shortterm. Layer 3: Modular EuroCIO Cours- es on Corporate Information Management. This level aims at the more regular staff in a CIO department. In a first step, the modules offered here are taken from the modular layer 1 and 2 courses. Young professionals can take individual modules from existing programmes in layer 1 or 2, and later they can broaden their scope with additional modules and even obtain a degree in a higherlevel course. All levels are logically linked to each other, using the same terminology, definitions, business and IT ap- proach. All levels are compliant with the ecf and related projects of the EC like jobprofiles. Some content might be used in all layers, where appropriate.

4 1.6. Current activities: facts and figures Executive MBA in Business & IT At Layer 1, a first version of EuroCIO MBA for Corporate Information Management (CIM) has been devel- oped in the Netherlands by Nyenrode Business School (business content), together with Delft University of Technology (IT context). It is named the Executive MBA in Business & IT (see also The program consists of nine modules, seven of which have roughly the same setup. The workload of each of these seven modules is spread over six months. Each of these seven regular modules has three class sessions, each of which will be! New Executive MBA for CIOs, ICT Managers and Senior Consultants. held on two consecutive days and will include evening sessions. In order to successfully com- plete a module, attendance at all sessions is! Endorsed by (and part of) EuroCIO Educational Program mandatory. The writing of a paper concludes! First MBA compliant with the European e-competence Framework.! European accreditation/certification (AMBA, EQUIS) each module. Between the classroom sessions! Nationally supported by: CIO Platform, IT-industry, Government, together in the Stichting (= Foundation) CIO Academy there will be a month to six weeks for selfstudy, readings, discussions and writing. The sessions! students, (financial) garantees, capacity/experience are enriched by case studies from CIOs, present! We have ca. 80 students in the program. ed also by CIOs. In particular the link between! Next steps: European roll-out. business and IT (systems, management, pro- jects) is given attention. The modules are: Strategy and Organisation, Ownership of Enterprise and Governance, Demand and Sup- ply Management, Leadership and Cooperation, Business Processes and Technology, Change Management and Human Capital, Risk and Finance, Marketing, Law, and Business ethics. All modules are lectured in the context of IT decision making. The program is concluded with the Master thesis. The setup is made in such a way that business schools or technical universities in other countries can also educate some (or all) modules, provided they keep the structure of the program and obey the rules about the content of the modules and program, as defined by the CIO community. In this way students can at- tend modules in different countries, thus also being familiarized with CIO case studies in different coun- tries, while they will get one European certificate of the executive MBA. To govern the content of the program, a Program Review Board (PRB) has been established, chaired by a CIO, while CIOs and HR managers are member of the PRB. The aim of the PRB is to keep this MBA a really demanddriven program. Regular meetings between the PRB and professors aim at tuning the educational program on the requirements from the field. Additional to the PRB, a Quality Assurance group is being established, checking the program against the ecf, the Curriculum Guidelines, AMBA and EQUIS re- quirements as well as the requirements from the PRB. Furthermore, active CIOs are invited to give lec tures, so that students can study practical cases from the CIOs. The offering of an Executive MBA in Business & IT has been a tremendous success in the Dutch market. Sup- ported by a large number of multinational companies, the ICT industry, Government and the Media, the pro- gramme has reached a participation level, which exceeds initial expectations. Layer 1: European Executive MBA in Business & IT (or CIM)! Addressing the shortage for skilled ICT and Business managers with the right mix of knowledge and experience of Business, Innovation and ICT:! Set-up: 9 modules incl. thesis. Courses in English. First 2 modules started October 2010 in the Netherlands.! Sponsored by: Philips, DSM, RaboBank, Akzo-Nobel, HP, Cisco, PwC, IBM, SAP:! Initiative executed by: Nyenrode (Business School) and Delft University (TopTech CIM MBA) There is a clear market for this type of educational offering. Participants Heineken Rabobank Koninklijke Kentalis Korps Mariniers Gemeente Haarlemermeer Roy Smeets Management Noctiluca Fincs/Symfiny BV QiFocus Philips IT Applications 51 Van Lanschot 33 Bankiers Cisco/Tandberg USG People Videojet ABN Amro Capgemini 100 Trindex consultancy B.V. Pro 80 2 Consultancy KRN Fine Arts Verizon Triodos Bank COA DSW Zorgverzekeraar Tranzmissie Discussions are under way during 2012 to extend the Acceptance Wolters Kluwer Swets Information Services B.V. Oct 10 Jan 11 Sep 11 Jan Vitrum 12 Sep 12 Executive MBA in Business & IT into Germany and po- tentially Italy. In the Germanspeaking area, this expan Nyenrode Business Universiteit +31 (0) info@nyenrode.nl Find us on: sion is done in close cooperation between EuroCIO and VOICE, the German affiliated national body. The Technical University of Munich and the St. Gallen Busi- ness School will be the participating academic institutions, given their close ties to the CIO community at large and VOICE specifically. This expansion project has already been mobilised and is under way. 68 slide 7

5 In a second wave of expansion, both the AICA CIO forum Italy, the Bocconi Business School Milano and the Politecnico Milano have opted for also participating in the expansion into Italy. Close attention has to be given to the specifics of the Italian education market, which favours smaller scale courses to large execu- tive education programmes Professional Programme in Business & Enterprise Architecture The second currently running project, located at Layer 2, is the establishment of a Professional Pro- gramme in Business & Enterprise Architecture (BEA). See also for more details. The BEA Programme is the first programme of the Layer 2 offerings along the ecm dimensions 1, driven by the priorities of the CIO community and the realisation that the effective enterprise architect is a very scarce resource and difficult to recruit. The BEA Programme is focusing on the professional, business and management elements rather than detailed technical design. The objective of the programme is to help enterprise architects acquire knowledge of enterprise architecture as well as enhance the required behavioural skills. It is in- tended for professionals in charge of Enterprise Architecture or wishing to evolve towards this position. In line with the overall EuroCIO Execu- tive Education program direction, this course aims at: Acquiring a clear understanding of busi- ness strategy and the required business design to execute it successfully Understanding and mastering best practices in Enterprise Architecture Developing an up to date knowledge of other key disciplines in Information Management (such as Demand Management, Global Sourcing and Governance) and what they imply for an Enterprise Architect Developing dual thinking at the businessit interface Empowering to drive true business change by exposure to all disciplines in CIM, always discussed in the architecture context, as well as soft skill development (e.g. communication, negotiation) It is a clear signal from the CIO community that this rounded skill set is rare and hence that our pro- gramme develops skills which are highly relevant. The overall programme is scheduled over 18 months. Each module consists of 4 onsite working days (40 hours equivalent) at the locations of the participating leading business schools: Henley Business School (Reading University), UK Ecole Centrale Paris, FR TiasNimbas Business School (Tilburg University), NL Technical University Munich, DE Due to the international nature of both participants and faculty the programme is taught in English. 2. Stakeholder analysis The stakeholders of the EuroCIO Educational Programme are: CIOs of large organisations who need to improve the business knowledge and the skills of their IT staff, in order to better serve their organisations. European and National CIO bodies, which need new forms of education to bridge the cultural di- vide between business and IT. These programmes are rare. 1 Further Layer 2 programmes are to follow. The feedback from the CIO community suggests that the priorities are Security, Risk and Compliance as a next topic, as well as International Programme Manage- ment.

6 Those who want to become a CIO or senior ICT managers want to participate in accredited and standardised education, providing them with a better opportunity to become certified in all Eu- ropean member states. CEOs of large organisations who want to ensure that their organisations are on track in using the best IT opportunities, both internally, and in the communications and transactions with their customers. HR managers who recruit IT staff in organisations that want to be sure that the personnel they hire have the right knowledge and skills to perform well in the vacant functions. The supply side (the ICT industry) that has a stake, because the tools they provide require specific knowledge and skills in the organisations in order to apply these tools adequately (education of best practice). European member states that want to strengthen the competitive advantage of their internationally operating firms and the efficiency of their national institutions. The European Commission that wants to (1) improve the eskills in European businesses and governments, in order to catch up with the US and Asia, and (2) improve the mobility of European IT managers. Universities and business schools in Europe that are being assisted in providing demanddriven educational programmes, ensuring them of a larger number of participants compared to supply- driven programmes. The list above not only shows the manifold of stakeholders, but it also shows that most of them are very large bodies. Although the educational offering fits well into most parties strategies, their sheer size and complex structures will not guarantee a quick move forward. 3. Cooperation model between the EuroCIO and the Business Schools 3.1. EuroCIO s role EuroCIO s main role is to act on behalf of its direct and indirect (via the national bodies) members. It en- deavours to create an educational offering that inherently meets the needs of these members. The Euro CIO Educational Programme as described above is of a nature, which even the largest EuroCIO members can only hardly create on their own, let alone the smaller ones. Given its clear benefits to the CIO community, EuroCIO has taken the task to establish the EuroCIO Educa- tional Programme. In doing so, EuroCIO takes responsibility the following tasks: Collection of the requirement of its members in the area of Executive Education. This is done through surveys and via the EuroCIO HRW, in which representatives of the national bodies take a seat. Based upon these demand priorities, EuroCIO cooperates with leading European business schools to create the education offerings demanded by the CIO community. EuroCIO acts as su- pervisor for all local initiatives, safeguarding standardisation and ensuring the quality and de- manddrive of the local implementations. EuroCIO determines the overall architecture of the education programme, ensuring that a multi- national ecosystem is developing for the benefit of the participants. EuroCIO determines the academic levels of the programme as required by the market as well as additional learning objectives. The latter are managed via appropriate governance bodies (see be- low: PRB, PDB) with participants from EuroCIO s network. CIO s and representatives from their companies thus take responsibility in assuring that the course content match the CIO communi- ty s needs. EuroCIO is not a reseller of educational products, but actively markets, together with the busi- ness, the newly created executive education programmes to its members and the members of the affiliated national bodies. EuroCIO assures a sufficient quality level by appropriate quality assurance mechanisms. EuroCIO audits the schools on a regular basis to safeguard that the PRB s demands are well implemented in each programme of the ecosystem. EuroCIO offers facilities of coordination to the participating schools in activities that go beyond their individual reach, both academic and organisational.

7 The EuroCIO Education Programme takes a large part of its uniqueness from the active engagement of CIOs from the network: Driving the content of the courses via the Program Review Boards (direct CIO participation) and Program Design Boards (endorsement of experts from the CIO organisations) Participation in the delivery of the courses: presentations of case studies Promotion of the educational offering in their professional network, also beyond EuroCIO and the National Bodies 3.2. The Business Schools role The business schools engage with EuroCIO to take up the CIO community s needs and priorities and im- plement adequate educational offerings: The business schools have the responsibility to develop and teach executive educational products in the area of CIM as prioritised by EuroCIO s representatives, and as detailed in the Program Re- view Boards. The business schools assure that the cooperation between them at a European level is seamless and create a true European learning experience for the benefit of the participants. The business schools support and augment EuroCIO s marketing activities. The business schools subject themselves to EuroCIO s quality assurance mechanisms. 4. Governance 4.1. Layer 1: Program Review Boards The Programme Review Board ( PRB ), which at this moment only exists in The Netherlands, will be ex- tended to other participating countries/regions alongside the geographical expansion of the MBA pro- gramme. The European PRB consists of one CIO per participating country, as well as the business schools of the EuroCIO ecosystem. It overseas and governs the overall content and integrity of the MBA ecosystem assuring it reflects the needs of the European CIO community. The European PRB meets once per year, In addition, local PRBs one per participating country gather twice a year (fall and spring) and discuss the quality of the regional programme together with the local core teachers. PRBs represent the demand side of the programme and safeguard that the demand side s requirements are fulfilled. The PRBs stimulate discussion about education, skills, and learning outcomes for CIO education, and should seek contact with relevant research groups in this professional field Layer 2: Program Design Boards For the Layer 2 Professional Programmes, the content is governed through Program Design Boards ( PDB ), which do not operate at the CIO, but at the expert level. PDB s are European by nature. For the BEA programme, the Program Design Board consists of the Enterprise Architects of Deutsche Telekom, Alcatel/Lucent, Bayer, Daimler and Ahold. The mandate of the Program Design Boards is identical to those of the local PRB s for the MBA programme Program Quality Board While the PRB and PDB focus on the content of the courses and make sure they are aligned to the expecta- tions and needs of the CIO community, the Program Quality Board assesses the overall quality of the course delivery by the business schools, based upon participant feedback. As such, the PQB augments the business schools accreditation. Most educational authorities have a sys- tem in which schools are audited once every five years. If in doubt about specific items, the accreditation term can be shortened to three or even one year. The EuroCIO auditor does not duplicate or intervene with audits by AMBA. In the education sector it is quite common to organise audits by peer reviews: rep

8 resentatives from randomly selected schools form a team (three senior academic staff) to visit another school, using methods, forms, and norms provided by the authority. The PQB has authority, rules and regulations, and the power of penalty. Schools that loose their accredita- tion or do not meet the quality standards defined by the PQB can no longer participate in the EuroCIO educational ecosystem. Another school can/will take their place Program Management Committee The Program Management Committees ( PMC ), one for each course of the EuroCIO Educational Pro- gramme, manages the issues around the establishment of the courses. The PMCs consist of representa- tives from CIO community (EuroCIO and/or national bodies) and the business schools and deal with the daytoday issues of the buildup phase as well as the coordination of the marketing activities. Once a course is established, the PRB/PDB and PQB mechanisms govern the ongoing operations of the courses. Contact details: Peter HAGEDOORN SecretaryGeneral European CIO Association phagedoorn@eurocio.org mobile: Martin FRICK Director Education Programme and HR Workgroup European CIO Association mfrick@eurocio.org mobile: