THE
CIO SUMMIT® 2004
The Kingbridge Centre
12750 Jane Street
King City, Ontario
(North of Toronto)
Sessions
Day 1:
November 3, 2004
5:30 pm-6 pm
Registration
6
pm-8:00 pm
Welcome Reception and Dinner
Barry Clavir, Executive Producer, THE CIO
SUMMIT®, and President, Motivational Strategies Inc., introduces
the event chair and speakers and describes the themes, of the conference.
8:00 pm-9:30
pm
Weaving a Value Web: Gaining the Co-ordination Edge
Dr. Peter G. W. Keen, Founder, Keen
Innovations
Overused and clichéd, many “new generation” ideas
are simply repackaged old concepts. Today, business and technology leaders
recognize that to grow profitably, they must let go of most traditional
control mechanisms and organizational practices captured in the common
value “chain” — the processes and capabilities within
the organization and under its own control — and open up their
business space by building and participating in value webs. Value webs
are very different from the value chains that rest on a company's own
organization and tightly controlled contracts with suppliers. The resulting
value is generated by business organizations and relationships coordinating
their individual capabilities to create a whole that is greater than
any one could generate on their own. Peter Keen will explore the impacts
and opportunities that value webs can create — and how the successful
IT leader can exploit true "new generation" thinking.
Day
2: November 4, 2004
7:30 am-8:15 am
Breakfast
8:15 am-8:30 am
Opening Remarks and Goal Setting
THE CIO SUMMIT® 2004 Chair
Craigg Ballance, Partner, E-Finity
Group Inc.
8:30 am-9:30 am
The Responsible CIO — Understanding Impact
Keith I. Powell, Founder, Keith Powell
Consulting, and Partner, XPV Capital Corporation
Many IT executives have a clear understanding of technology’s
role in providing business value. However, the new generation of IT
leaders are faced with an ever-expanding role within the corporate executive
and, as such, have assumed a much greater responsibility toward governance
responsibilities. Many companies already have excellent governance and
first-rate executive leadership committed to the healthy growth of the
company in the best interests of shareholders. At most, these companies
may require fine-tuning of their governance as investor expectations
evolve and change. Other companies have yet to achieve the “minimum
standards.” What are they key insights that IT leaders must understand
in order to be effective in their role? As both a former CIO and a current
member of a wide variety of Boards of Directors, Keith Powell will share
his leadership views in this critical area.
9:30
am-10:30 am
The
Business Alignment Challenge: Front-line Lessons
Joan McCalla, Corporate Chief Strategist,
Office of the Corporate CIO, Government of Ontario
The
line between business and technology has all but disappeared in many
organizations. As one of Canada’s largest and most complex service
entities, this is especially true in the government of Ontario. Without
a well-aligned IT infrastructure, delivery of information and critical
services would be literally impossible. The Electronic Government mandate
has been a major component in driving transformation, with the internal
CIO organization working closely with the business areas to fundamentally
change — both outwardly to citizens and internally to business
units — how programs and services are planned, managed and delivered.
Joan McCalla will share personal experiences and insights on the creative
actions taken and practical lessons learned in transforming government
through information and information technology.
10:30
am-10:50 am
Coffee
Break
10:50-11:50
am
Inventing
the Business
Muriel Prentice, Former Senior Vice
President, Information Service, and Chief Information Officer, Allstream
Corporation (formerly AT&T Canada)
The challenges facing today’s CIO are indeed Herculean. In order
to transcend the traditional view of IT as a cost, IT leaders must create
a new set of priorities and goals for their organizations that transcends
traditional boundaries. They must invent new ways to be a strategic
enabler for the business. The new generation CIO needs to design an
IT organization that not only provides the traditional areas of support
to business but also goes beyond. In many ways, the reinvented IT organization
becomes the business. How do you gain credibility across the spectrum
of biases — both inside and outside the technology infrastructure?
How do you convince your own organization that they must release themselves
from being technology experts in order to become key enablers? What
are the secrets of success and pitfalls to avoid?
12
pm-1:30 pm
Lunch
1:30
pm-2:45 pm
Specific
Interest Learning Sessions
Top-notch
learning facilitators will provide the following four three-hour learning
experiences. Top-notch learning facilitators will provide the following
four three-hour learning experiences. Participants must indicate which
session they would like to attend when they register for the conference.
Session
1: The Role of the CIO: Lead, Follow or Get Out of the Way
Session Leader: Dr. James D. McKeen,
Professor and Director, Monieson Centre, Queen's School of Business,
Queen's University
Participants will be led through a set of exercises designed to help
IT leaders discover the needs of their organizations and the leadership
role they should be playing. In addition, they will discover the criteria
they should use to decide when they want to “lead,” when
they want to “follow” and when they want to “get out
of the way.” Jim McKeen will introduce a number of tools (self-assessment
exercises, mini-cases and frameworks) as a means to focus the discussion
for a highly interactive session.
Session
2: Corporate Governance and IT: Handcuffs Never Fit Well
Session Leader: Duncan Card, Partner
and Co-Chair, Outsourcing Practice, Ogilvy Renault
As executive
managers, CIOs have important responsibilities for corporate governance.
The increased dependency of businesses on IT has, correspondingly, increased
their management and governance duties. Since accountability for the
performance of executive governance duties may carry significant liabilities
and sanctions, CIOs must understand the nature and extent to which IT
operations are directly related to corporate governance. Duncan Card’s
presentation will address the most significant areas where IT management
and operations are directly related to the executive governance of a
business and how CIOs should address those duties, both for corporate
governance and career management reasons.
Session
3: Leading from the Front: The Adaptive CIO
Session Leader: James L. Norrie, Director,
School of Information Technology Management (ITM), Faculty of Business,
Ryerson University
Many
IT leaders hear the call but fail to respond to the challenge of making
the critical changes they need to be successful. It isn’t enough
to simply act as a technical leader or process expert. You need to expand
your mandate and accept the reality that the new generation IT leader
intimately understands the relationship between leadership and management
and connects real-time to business strategy. Winning CIOs and other
IT leaders can quickly and effectively adapt their skills to today's
reality but only if they create true partnerships that enable strategy
execution. What tools and techniques have you learned — and practised
— that meet these new demands? What else do you need? What do
you need to measure and monitor to achieve real performance not just
compliance with aging service standards? James Norrie will lead and
facilitate a fascinating and fulfilling session that will inspire you
to the forefront of achievement.
2:45
pm-3 pm
Coffee
Break
3
pm-4:30 pm
Specific
Interest Learning Sessions (Continued)
4:30
pm-5 pm
SUMMATION
AND SYNTHESIS
Barry Clavir, Executive Producer, THE
CIO SUMMIT®
THE CIO SUMMIT® 2004 Chair
Craigg Ballance, Partner, E-Finity
Group Inc.
