The Modern CEO is a compilation of research, stories, strategies and sets forth a cutting-edge approach to sharing the message of innovative leadership through technology. This book provides an insiders prospective with insights from information technology practitioners, leadership experts, technology consultants, and more importantly organization leaders. As technology continues to play a larger role in leadership strategies as it pertains to achieving business goals, and objectives the author discusses best-practices for leaders to take their organizations to higher levels. West, goes inside the minds of today's leader and prescribes viable tools, effective solutions, and solutions designed to address any organizations unique technology needs.
The Modern CEO
Technology Tools, Innovation & Guidebook for today's Tech Savvy LeaderBy ANDREW L. WESTAuthorHouse
Copyright © 2012 Andrew L. West
All right reserved.ISBN: 978-1-4685-4743-6Contents
Acclaim for the Modern CEO: Technology Tools, Innovation & Guidebook for today's Tech Savvy Leader.....................xiI Am Grateful..........................................................................................................xviForeword...............................................................................................................xxIntroduction to Technology Thought-Leadership..........................................................................xxiiBefore We Begin........................................................................................................1Who Should Read This Book..............................................................................................9Memorandum.............................................................................................................111. The global state of Technology in Business, 2011 and beyond.........................................................132. What every Tech-Savvy Leader needs to know..........................................................................183. Getting your senior staff technology house in order.................................................................214. Reform your Tech Department and Strategy............................................................................255. 3 Truth's about Tech Savvy Organizations............................................................................296. A Focus on Technology in Education..................................................................................337. Right Sizing your Organizations Tech Model..........................................................................398. How to transform your Organization with Technology Service Assurance................................................479. Is your Organization Technology strategy aligned with your mission?.................................................5610. Tech Savvy CEO's, this is your time................................................................................6411. Tech Savvy CEO Outlook, 2012.......................................................................................67Acknowledgements.......................................................................................................71About the Author.......................................................................................................75Author's Platform......................................................................................................79
Chapter One
THE GLOBAL STATE OF TECHNOLOGY IN BUSINESS, 2011 AND BEYOND
Now that I have your undivided attention, listen closely as I speak. Imagine if the only key to your success as a leader was tied to your ability to innovate, make use of technology, and apply ingenuity daily. Perhaps the key to maximizing your earning potential, improving your organization as whole, or even obtaining a higher level of maximum operational efficiency were all contingent upon your perception of, application, usage of, and ability to embrace Information Technology systems. If these don't apply to you, at this moment, as you continue to read on they will. Perhaps you lead an organization which you are trying to advance to a higher level and your insight and foresight as a Tech-Savvy leader, have led you to this resource. Or maybe, your biggest challenge or threat on your most recent SWOT analysis is the IT Department or some antiquated process or system.
Before we get really deep, there are several truths that I have resolved in regard to effective use of technology across organization. With that in mind, throughout the book, the use of technology-rich language is used. Pay particular attention to the intentional and relevant use of language, buzz words, and colloquialisms that define the current technology landscape.
"Technology innovation has taken off full speed ahead ... It's no longer ok to merely "stay up to date" with what's going on. Technology integration, innovation and virtualization are a movement; we must participate in the change, or simply be liabilities of it rather than beneficiaries." —Andrew West, Technology Messenger
We live now in a time where Leadership has become synonymous with innovation. To establish the language and context throughout this book, I'd like you the CEO, President, Business Owner, Proprietor, C-Level executive, Pastor, Board President, Entrepreneuror "soon-to-be" to think of Leadership and Innovation coupled together. This theory was first introduced in the early 90's by the Massachusetts's Institute of Technology. It suggest that in the 21st century to lead any organization effectively, modern leaders must own and communication the message of innovative technology systems, and usage toward the goal of increased operational efficiency within organization and also to position American organization to compete globally with Europe and Asia.
A friend and fellow leader and former Navy First Class Surface Warfare Specialist (ESWS), Theodore George recently enlightened me to the concept of (8) elements of power which are Charisma, Education, Culture, Geography, Military, Religion, Economics, and last but certainly not least, Technology. Gaining knowledge of this gave me a breath of fresh air Modern CEO's. It is assuring to know that our country's military values and implements Technology and furthermore strategically acknowledges Technology as an element of power.
Thanks to the inventions, and ingenuity of so many major manufactures of in-hand technology such as Microsoft, Apple, Dell, IBM, Motorola, and many others information is accessible to us constantly. When I first entered the Information Technology workforce back in 1998 I was working entry-level as a Newsroom Technical Support Specialist with Turner Technology Services, the management company that provides administrative services to Cable News Network (CNN) in Atlanta, Georgia. During that time, the first generation of palm-pilots had arrived on the scene; Blackberry's were gaining momentum as the only phone that allowed customers to read mobile e-mail. As members of IT departments at that time, we all had hand-held radios to keep in touch throughout the over 100,000 square foot CNN center in downtown Atlanta. I had my own personal Motorola flip phone which I was ever so proud of. During the time, IT professionals and leaders coined the phrase "Attached at the hip" to describe the mandate of availability of the IT guy. I was literally accessible via (4) devices at any given moment. Modern CEO's we have come a long way in less than (15) years. All of those functions are achievable through a single device today.
So you may be wondering why a Technologist by profession would be authoring a business book? The fact that you're reading this book at this moment either printed or digitally, suggests that you have paid attention to industry trends, you believe in growing professionally and equipping your staff and organization with relevant resources. Perhaps you are a Tech-Savvy leader. Or at best, want-to-be a Tech Savvy leader. The reason for me beginning with releasing this book first, is because of the mandate that exists in the marketplace. The current state of business places high demands on Technology as the right tool, at the right time. It has been my experience and resolve that Information technology and business have become fused in such a way that they are interdependent and cohesive. Here are two critical questions for you Modern CEO: What does this mean for business owners, leaders, decision-makers, stakeholders, board members? How does it affect customer relationship management? We can no longer plan strategically without including Technology at the inception of any idea, initiative or project.
Chapter Two
WHAT EVERY TECH SAVVY LEADER NEEDS TO KNOW
Since you've read this much and are highly engaged and as eager to hear my voice as I am to speak to you, let's move forward. Fundamentally you should assess your current Information Technology Department. Or if you don't have one, more essentially, you need to begin planning to add one. In performing your assessment you should look at several aspects of your IT department. What works well? What isn't working so well? How do you communicate this best to your IT Department Leader to create the most effective desired result? Furthermore if IT isn't helping you to operate how you want and need to operate you are wasting money. As difficult as this may be, there is no chance that your IT investments will lead to strategic benefits.
Further questions to ask are how Tech Savvy is your tech department leader? Does he or she have professional membership in National or International technology organizations? Do they collaborate regularly with other IT Directors? Are they tech savvy themselves? Having a Technology Savvy leader is a strategic human capital asset. Now respect them, and make them feel part of the team.
Now that you've gotten your IT department and leader together Modern CEO, I challenge you to be consistently and perpetually Technology Savvy. I guarantee you that this will spread from your executive team, to mid-level managers and across the organization then become organization culture.
What is IT Savvy and how do we get some? Technology savvy is a quality of organizations and their leaders reflected in their ability to use Information Technology to consistently and systemically elevate organizational performance. Like savoir faire, Technology savvy looks natural from the outside looking in. However please know that IT savvy leaders and organizations differentiate themselves from others by making standard the use of automated systems.
An automated system is a digitized platform and a set of integrated electronic business processes paired with the applications, technology, and data systems that support those processes. Not all processes within an organization are automated. Many require some type of human involvement.
In many organizations the automated system is anchored within a major suite of purchased software application system such as a customer relationship management system, or personnel, payroll and benefits database. In other organizations the IT department has built a proprietary enterprise-class data or technology platform for operation decisions. Staff members provide input to the platform and utilize the data output. However people are not part of the platform itself. However it takes savvy to be a power-user. The whole purpose of an automated process is to disengage humans from processes that can be better performed by machines.
All Technology savvy leaders use data generated from its "cash cow" to drive data driven decision-making. Tech savvy organizations make a habit of implementing well groomed core processes then in turn apply the data to strategic decision-making and planning. Follow me closely. Here's the kicker Modern CEO: Tech savvy organizations are not necessarily High Tech organizations. Without exception, these firms use technology to tap in to core business processes and use the data in informed decision-making.
Chapter Three
GETTING YOUR SENIOR STAFF TECHNOLOGY HOUSE IN ORDER.
Information Technology is the tool and premise for a Tech Savvy leader to deliver world-class operations and strategically focused management decision-making. Not one of the executives at these organizations will say that Technology is the only things they need to be successful. However, it is never an afterthought in these organizations. Moreover Technology is the foundation for each of the organizations competitive advantage.
Modern CEO, if you want to be successful in this global economy, it is mandatory that you utilize Information Technology to serve as the foundation for your organizations operating platform. Tech savvy organizations don't just up and strike "Tech Gold". However they build knowledge and automated processes and increase efficiency over time. Within Tech savvy organizations, Information Technology is a tactical asset made up of one or more automated systems and platforms. A nominal but increasing list of organizations has implemented their own distinct automated systems. However there are other organizations that have begun building automated processes, but don't know exactly how to get the best value and use out of the systems. Their programs are dormant or worse, becoming obsolete. For this organization, and the others who do not yet have a strategy at all in place, Technology is a strategic liability.
You may ask "How did Technology get to the place of being a liability in my organization?" A few years back I recall one of my most respected organization leaders saying "I've been reading about IT, but I am afraid. It's the one thing that challenges my competence". That CEO's fear is not uncommon. Organization leaders have a tendency to take charge of people, budgets, and their bottom line. But all too often they simply hand IT responsibilities to someone else. Technology may be a omnipresent business tool, however it can bring otherwise skilled leaders to their knees.
Modern CEO's, understand this—having a lack of confidence as relates to Technology is dangerous. It usually results in leaders abdicating responsibility for Information Technology in the organization. If the highest level of leadership does not take responsibility for Technology, the organization will consequently waste Technology funds on a plethora of unrealistic implementations that have no substantive influence on organizational improvement and long-term positioning.
Take for example the elements in the botched implementation: A member of your leadership team comes up with a new idea. After collaboration argument and discussion, all minds agree to move forward. Finance allocates resources and works this into the budget. Leaders then meet with Technology leaders to provide requirements and declare a timeline. The Information Technology Department now scrambles to prioritize this project, understand the requirements, and pushes forward in attempt to deliver the system in a timely manner, as well as stay within budgetary constraints. There are new discoveries that come about, and the initiating project manager decides to make changes to the requirements for the new system. This now causes the frustrated IT team to work nights and weekends to accommodate the changes and still deliver on time, and now the budget has been exceeded. The implementation now finally happens, a month late and functions far less than its intended functionality. In spite of all, the new product or service offering that this system supports succeeds and is profitable. The platform now becomes part of the list of the organizations isolated automated systems that causes the Technology department to patch, fix and monitor constantly to make sure it doesn't break.
Does this sound familiar to you Modern CEO? Have you ever piecemealed or played catch up as relates to Information Technology initiatives? The piecemeal method of Technology system implementation may lead to a fair system or platform however it costs the Information Technology department more time, money and people resources to support. They end up wasting valuable time tying loose ends. Furthermore, Technology system patchwork puts the organization in a vulnerable risk of downtime, thus causing a lack of trust and reliability on the Technology department.
The scenario above reflects an ineffective use of systems and a poorly delivered Technology Implementation. The non-strategic nuances of this implementation reflect tangled business processes and disjointed systems. The critical limitation of the piecemeal approach to systems is that it causes
Chapter Four
REFORM YOUR TECH DEPARTMENT AND STRATEGY
Where did you go wrong as Chief decision maker in this scenario? Always think Tech first! If you fail to plan, plan to fail.
How do I transform the perception, involvement and implementation planning for Technology initiatives in my organization? Transforming the delivery, ROI and TCO of your Technology Department requires transformational leadership which involves a mindset adjustment for all leaders throughout the organization. It also requires a paradigm shift and recovery from the periled prior history of mistakes. Some of the common fixes that Tech Savvy leaders apply can potentially make things worse. Maybe you've experienced some of these practices or perhaps are guilty yourself Modern CEO!
Fire the IT Director. Modern CEO, if you need a scapegoat or someone to blame, avoid letting go of your IT Director. This is an antiquated an ineffective process. With the firing of any key leadership or decision-makers the negative effects are the influence they possess, the morale issues these types of moves cause. As with any executive level position, it is possible that your organization has an ineffective Technology Chief, but it is often the case the other members of the management team have done their part in becoming Tech Savvy leaders, engaging IT as a thought partner, nor taken the strides to involve IT at the beginning of projects. Blaming the IT Director or CIO looks bad. It is regarded as you the Modern CEO needing to blame someone for your failure, and a way for you to relinquish your accountability for Technology.
Spend more money on IT. This strategy suggests that the organization has money to blow but very little discipline, time or strategy. Leaders are willing to throw money at a problem but not willing to change their mindset. The long term result of this strategy will produce increased spending but no improvements or tangible benefits.
Ditch old systems for newer better enterprise class models. This approach has helped many organizations bring their processes and systems under subjugation. However many organizations make the assumption that a big robust industry standard package will be the answer to all of their problems, when what is really in order it a major paradigm change on the part of the leaders. While this may be a great system and can support an enterprise-wide change implementation initiative, but please know Modern CEO—The system alone will do very little to impact the flow of business and increase revenues and profit margins.
Cut IT spending altogether. This strategy is thought to be logical as pertains to spending company dollars that are not producing benefits and results. I have seen organizations benefit in the short-term using this strategy, because the reduction in spending made possible a difficult conversation about the organizations priorities. This type of focus can prove to be valuable. Please know however, that a sustained strategy of not spending money on Technology alone will eventually undermine the organizations ability to thrive in the global economy.
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Excerpted from The Modern CEOby ANDREW L. WEST Copyright © 2012 by Andrew L. West. Excerpted by permission of AuthorHouse. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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