CIO United Nations Program

Transcription

1 CIO United Nations Program

2 Agenda Boston University Executive Leadership Center Our Distinctive Competencies The Role of the CIO in the Networked Government Q & A

3 Boston University 4 th Largest Independent University in U.S. 5 th 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.

4 School of Management & Executive Education 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.

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6 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.

7 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 University

8 Deep CIO Knowledge. Co creation of Curriculum with Clients. Innovative Educational Approaches. Global Partnerships. Distinctive Competencies 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.

9 Deep CIO Knowledge 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.

10 Deep CIO Knowledge CIO Programs Delivered by BU Around the World 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 Qatar

11 The 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.

12 Sample Program Agenda The Role of the CIO in the Networked Government Boston University School of Management June 12 14, 2011 Program Agenda At a Glance Sunday Monday Tuesday 12 Jun 13 Jun 14 Jun BREAKFAST 8:00 am 12:00 pm 8:00 am 12:00 pm 8:00 am 12:00 pm 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 Professor N. Venkatraman Professor N. Venkatraman Professor N. Venkatraman Professor Michael Lawson LUNCH 1:00 pm 3:00 pm 1:00 pm 3:00 pm 1:00 pm 2:00 pm The Networked Economy and Organizational Transformation The Public Sector CIO: Leading Change, Implementation and Alignment 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

13 Program Description Session The Networked Era: Opportunities and Challenges for the CIO The Networked Economy and Organizational Transformation From Productivity to Transformation: the Role of CIO The Public Sector CIO: Leading Change, Implementation, and Alignment Defining the IT Enabled Initiative for Qatar Government Description 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 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 platforms as a means of achieving new ways of working. 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? 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. 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 and discuss 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.

14 Where does IT (e Gov) fit in? Supporting Government Vision Role of IT Shaping

15 Our Overarching Alignment Framework Government Vision Shaping Supporting I.T or Digital Vision Today Future Today Future

16 The Network Era: Opportunities and Challenges for the CIO 1 Role of Government in the Digital, Network Era (1): Government Business Government Citizens 2 Role of Government in the Digital, Network Era (2): Mobile Web Social Web Media Web Realtime Web Machine Web

17 Private Sector View of Network Era Business Consumer Business B2B B2C Consumer C2B C2C

18 Government s View Introduces Additional Relationships Government Business Consumer/Citizen Government G2G G2B G2C Business B2G B2B B2C Consumer/ Citizen C2G C2B C2C

19 CIOs Are Increasingly Recognizing and Responding to Five Interconnected Webs

20 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?

21 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?

22 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?

23 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?

24 Emergence of smarter digital infrastructure Role of connected machines, devices and applications How should we design and deploy next generation Internet of Things? How can we create efficiency and effectiveness with machine web for our country?

25 The New Context for IT Strategy for the Key Government CIOs

26 Innovation Growth Center Investment Center Governmental Agencies CIOs Service Center Cost Center Implementation

27 Innovation Governmental Agencies Growth Center Service Center Investment Center Cost Center CIOs Below versus Above the Line Mandate Investments Skills & Competencies Processes Sourcing Relationships Performance Scorecard Implementation

28 Our Pedagogical Approach Discussions led by faculty; not just one way lectures or presentations Interplay between private and public sector because citizens are also consumers Application exercises Action oriented Mastery of skills and competencies Debates and discussion of key challenges inhibiting e Gov initiatives

29 Questions & Answers