The First 100 Days As CIO

Sample Presentation Deck

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The First 100 Days: Roadmap

THE 100-DAY PLAN

A. FOUNDATIONAL
PREPARATION
CIO-CEO Alignment

B. EXPECTATIONS OF THE CEO

IT Management & Governance Diagnostic IT Staffing Assessment

C
C. ASSESSING THE IT TEAM

CIO Business Vision Survey

D. ASSESSING THE KEY STAKEHOLDERS

E. DELIVER
FIRST-
YEAR
PLAN

-10 0 30 60 90

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 First 100 Days Plan Overview

Call 1 Call 2 Call 3 Call 4 Call 5 Call 6 Call 7

Before you start: Day 0 to 15 Day 16 to 30 Day 31 to 45 Day 46 to 60 Day 61 to 75 Day 76 to 90
Day -10 to Day 1
2.1 Introduce 3.1 Determine the 4.1 Inform 5.1 Inform the 6.1 Run a start, 7.1 Finalize your
1.1 Interview your yourself to team’s stakeholders team that you stop, continue vision –
predecessor. your team. cultural about CIO plan to exercise with mission –
1.2 Learn the 2.2 Document archetype. Business conduct an IT IT staff. values
corporate your sphere 3.2 Create a Vision survey. staffing 6.2 Make a statement.
structure. of influence. cultural 4.2 Get feedback assessment. categorized 7.2 Quick Wins:
1.3 Determine 2.3 Complete a adjustment on initial 5.2 Initiate the IT vendor list. Make
STARS competitor plan. assessments Staffing 6.3 Determine the recommend-
Activities

mode. array. 3.3 Initiate IT from your Assessment. alignment of ations based
1.4 Create a one- 2.4 Complete the M&G team. 5.3 Quick wins: IT on IT Staffing
page intro CEO-CIO Diagnostic. 4.3 Initiate CIO Make commitments Assessment.
sheet. Alignment 3.4 Conduct a Business recommend- with business 7.3 Create and
1.5 Update your Program. high-level Vision survey. ations based objectives. communicate
boss. 2.4(a) Agree on analysis of 4.3(a) Meet on CIO a post-100-
what success current IT stakeholders Business day plan.
looks like with capabilities. and catalog Vision 7.4 Update your
the boss. 3.4 Update your details. Diagnostic/IT boss.
2.5 Inform team boss. M&G
of IT M&G Framework.
Framework. 5.4 Update your
boss.

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CIO 100-DAY PLAN – Before you start to day 1

FOUNDATIONAL PREPARATION

A Prior to my first day on the job, I’ve completed a

competitors array and identified the organizational mode
and type. Since day 1, I’ve met the key stakeholders
relating to my role.

DEPENDENCIES: OUTCOMES:

• Discussion with company executives • Company profile with mode and type of organization
• Predecessor interview • Competitor array with key themes that we can learn from
• External research • Sphere of influence for my role within the organization
• Review of internal documents

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About me: William Borg, CIO, Gotham City

Bio

I was born in Gotham City in 1945 and became mayor

during the Joker’s reign of terror in 1989. Following that
episode, I decided to retire from politics and pursue my
passion for IT by becoming Gotham’s CIO. I continue to
collaborate with attorney Harvey Dent and Detective
James Gordon on innovative crime-fighting initiatives.

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A Company profile: Gotham City – Focus on IT

Organization structure:

The City of Gotham is a matrix organization, where IT

staff are assigned to both specific departments and to
specific projects.

Organization mode:

The City of Gotham is in a realignment mode, looking to

Fast facts centralize back-office functions and provide digital
services to citizens.
Headquarters: Gotham City

Regions: East Coast US

Organization leadership:
Headcount: 326,739
Mayor Roscoe Jenkins and City Supervisor Hamilton
Hill.
IT headcount: 1,100

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CIO 100-DAY PLAN – Day 1 to 30
MANAGEMENT’S EXPECTATIONS OF THE CIO

B I’ve assessed what the mandate is for the role of the CIO,
from the perspective of the CEO, and conducted an
alignment exercise.

DEPENDENCIES: OUTCOMES:

• CEO discussion • Understanding the current and desired maturity of IT

• CIO-CEO alignment exercise • The CIO’s top priorities based on business needs
• Info-Tech maturity scale • KPIs that are currently used and will be introduced to
track IT performance

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B Competitor analysis: Metropolis

Strengths Weaknesses

• Unified payment system for transit • Elevated light-rail system vulnerable to attacks from Lex
• Public Wi-Fi emanating from Daily Planet tower Luthor
• All city services can be delivered digitally • IT staff lacks security training
• Cyber incidents constantly in Daily Planet headlines

Key Differentiators IT Enablers

• Citizen-first focus for technology service delivery • Centralized data warehouse

• Advanced mobile device deployment with privacy screens • Single point of entry for all digital services
that are impervious to Superman’s zoom-vision • Technical staff paired with business leads for projects

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 B New KPIs for CEO-CIO alignment

Info-Tech CEO-CIO Alignment Program

Info-Tech's CEO-CIO Alignment Program is set up to build IT-business alignment in any organization. It helps the CIO
understand CEO perspectives and priorities. The exercise leads to useful IT performance indicators, clarifies IT’s
mandate and which new technologies it should invest in, and maps business goals to IT priorities.

Benefits

Master the Basics Target Alignment Start on the Right Path

Cut through the jargon. Identify how IT can support Get on track with the CIO vision.
Take a comprehensive look top business priorities. Use correct indicators and metrics
at the CEO perspective. Address CEO-CIO differences. to evaluate IT from day one.

Additional materials are available on Info-Tech’s website.

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The desired maturity level of IT

TRANSFORM
Reliable Technology Innovation

EXPAND
Effective Execution on Business Projects; Strategic
Use of Analytics and Customer Technology
Desired State

OPTIMIZE
Effective Fulfillment of Work Orders, Functional Business
Applications, and Reliable Service Management
Current State
SUPPORT
Reliable Infrastructure and IT Service Desk

STRUGGLE
Unable to Provide Reliable Business Services

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IT innovation goals

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Priorities and recommendations

Top Projects Top Departments

CEO CIO CEO CIO

1. N/A 1. Expansion Construction 1. Marketing/ 1. Marketing
2. Project Management Communications 2. Partnerships
3. Research/Analytics 2. Administrative/Org 3. Sales
Development
3. Destination
Development

Recommendations
• Understand CEO’s view of top projects
• Reduce staff time spent supporting partnerships and move to admin
• Explore more synergies between sales/marketing and destination development

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 B CEO alignment initiatives & quick wins

Resulting Initiatives Justification

1. Explore ways that IT’s support for marketing and sales • Many marketing and sales efforts are tailored to making
can be applied to destination development. Gotham seem like an appealing destination. Is there a
shared resources opportunity?

Quick Wins
Completed in two weeks

• Reassign a partnerships IT staff to administrative • CEO deems this a more important department to
support support

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CIO 100-DAY PLAN – Day 10 to 75
ASSESSING THE IT TEAM

C I’ll engage the IT team to understand current in-flight

projects and priorities. I’ll document our key stakeholders
with an in-depth catalog to track needs.

DEPENDENCIES: OUTCOMES:

A. Foundational Preparation • A map of the IT process landscape

B. Expectations As CIO • Team accountability and alignment for each process
• IT’s perspective with a start, stop, continue exercise
• Documentation of in-flight investments and commitments,
immediate risks, and the issues that require constant
attention.

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 C IT organization’s cultural archetype

A. CLAN ARCHETYPE B. ADHOCARCY ARCHETYPE

ARCHETYPE QUALITIES LEADERSHIP

60
60
CLAN • Personal • Mentoring and 50
• Family-like support 50

• Parental role 40
40
30
30
20
ADHOCRACY • Entrepreneurial • Creative 20
• Risk taking • Innovative 10
• Risk taking 10

60
HIERARCHY • Controlled • Coordinating
10
• Structured • Organizing 50
• Efficiency- 20
40
oriented
30
30
40
MARKET • Competitive • Aggressive 20
• Achievement- • Results- 50
oriented oriented 10
• Hard driving 60

D. HIERARCHY ARCHETYPE C. MARKET ARCHETYPE

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 C Cultural adjustment plan

Incentives
• Extra vacation days to those willing to take on pilot projects
• Employee-of-the-month program for those with best performance metrics
• Free coffee for those in the office by 9:15am

Deterrents
• Direct meetings with those who aren’t cooperating with teams
• Remove work-from-home privileges when performance dips

Structural changes
• Move manager of the infrastructure team into new role focused on networking
• Merge various web administration departments into one center of excellence
• Replace person responsible for project management

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 C New KPIs for IT processes

Info-Tech Management & Governance Diagnostic

Info-Tech's Management & Governance Diagnostic helps assess the importance and effectiveness of core IT processes.
The IT team will be engaged to identify the processes that need more attention so that the organization can more
effectively allocate time and resources. The outcome will be a map of the process landscape, providing one plank of a
long-term strategy.

Benefits

Explore IT Processes Align IT Team Ownership &

Dive deeper into performance. Build consensus by Accountability
Highlight problem areas. identifying opposing views.
Identify process owners and hold
team members accountable.

Additional materials available on Info-Tech’s website.

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 C Processes for IT to improve first

Improve Process Immediately

External Compliance
High
Importance

Security Management

Business Continuity

Disaster Recovery Planning

Low
Effectiveness
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C Most important processes to the business

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 C New KPIs to track IT performance

Info-Tech IT Staffing Assessment

Info-Tech’s IT Staffing Assessment provides benchmarking of key metrics against 4,000 other organizations. Dashboard-
style reports provide key metrics at a glance, including a time breakdown by IT function and by activity compared against
business priorities. I’ll run this survey at about the 45-day mark of my first 90 days. Its insights will be used to inform my
long-term IT strategy.

Benefits

Right-Size IT Headcount Allocate Staff Correctly Maximize Teams

Find the right level for stakeholder Identify staff misalignments with Identify how to drive staff.
satisfaction. priorities.

Additional materials are available on Info-Tech’s website.

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C Key drivers to improve

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C IT team assessment – start, stop, continue

Start Stop Continue

• Respectful • Deploying new • Updating the tools and

communication applications until issues training
• Improve one process at a are addressed by policy • Working with vendors to
time instead of “grand managers understand what they are
plan” approach • Custom reports for changing
• Automating more specific applications • Maintaining a library of
• Doing a cost/benefit • Letting finance dictate IT scripts for exporting data
analysis for each project decisions from the data warehouse
before taking it on • Emailing protected data consistently
• Meeting deadlines • Using old forms and • Delivering analytics
• Effective project processes reports
management • Developing applications • Supporting mobile
• Creating standards for in silos devices in hands of field
how reports are created • Asking programming staff staff
and stored to complete entry-level
• Using more thin clients tasks

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 C Categorized vendor list

Vendor + Product Category Description Spend % IT budget IT Processes

Microsoft Office 365 Productivity and Cloud-based service to $225,000 12% DATA & BI/
collaboration provide Word, Operations
PowerPoint, Excel,
Access, SharePoint,
and Microsoft Teams
Accela Government ERP Connects staff with $500,000 25% Service Management/
citizens and partners to People & Resources
engage, interact, and
transact
Avue Event and conference Managing public funds $225,000 12% Cost and Budget
management for travel, conference Management
efforts
CGI Government Citizen service Design programs to $550,000 26% Operations
engage with citizens Management/
and deliver government Service Management
services through digital
channels

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 C IT assessment initiatives & quick wins

Resulting Initiatives Justification

1. Perform a compliance audit. • Business stakeholders identify the need for outside
verification of compliance.
2. Create a head of IT security. • Create accountability for security readiness and
standards.
3. Rehearse emergency scenario. • Test strength of business continuity policies and disaster
recovery plan fallbacks.

Quick Wins
Completed in two weeks

• Shift weekly meetings to monthly and introduce • We’ll reduce the amount of time staff is spending in
daily 10-minute huddles. team meetings and maintain good communications.

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CIO 100-DAY PLAN – Day 15-89
ASSESSING THE KEY STAKEHOLDERS

D I’ve taken a strategic approach to assessing IT’s key

business stakeholders. I’ve documented their goals, key
priorities, and their expectations of IT.

DEPENDENCIES: OUTCOMES:

B. CIO mandate • Ranked priorities of key business stakeholders

C. IT team assessment • Catalog of the organization’s needs across its divisions

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D CIO Sphere of Influence – Key stakeholders

Gotham citizens

External Clients

Department of Recreation,
Internal Clients
Department of Transportation, city
councilors, waste, water, hydro,
infrastructure
Peers – Business
Leads
Thomas Wayne, Ed Nigma, Dick
Grayson

IT Team

Scott, Susan, Billy, Bruce, Tim,

Jason

IT Leaders
Bill Bradford

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New KPIs for stakeholder management

Info-Tech CIO Business Vision

Info-Tech's CIO Business Vision program is a low-effort, high-impact program that will provide detailed report cards on
the organization's satisfaction with IT’s core services. This tool will yield insight into IT’s key business stakeholders and
what’s important to them. I’ll run this survey at about the 30-day mark of my first 90 days. Its insights will inform my
long-term strategy. We’ll return to this survey one an annual basis to track progress.

Benefits

Key Stakeholders Credibility Improve Focus

Clarify the needs of the business. Create transparency. Measure IT’s progress. Find what’s important.

Additional materials are available on Info-Tech’s website.

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D IT Satisfaction Scorecard

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 D Stakeholder assessment initiatives & quick wins

Resulting Initiatives Justification

1. Shorten refresh cycle on user devices. • Users feel dissatisfied with their device experience
because of aging devices.
2. Create a business peer program. • To help technical staff understand user requirements
more clearly.

Quick Wins
Completed in two weeks

• Require confirmation from ticket issuer before • Improve communication by confirming that the service
ticket is closed. has been delivered to satisfaction.

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CIO 100-DAY PLAN – Day 90
DELIVER FIRST-YEAR PLAN

E Based on my assessments of the management, business

stakeholders, and IT staff, I’ve determined a plan to
improve IT maturity.

DEPENDENCIES: OUTCOMES:

B. CIO mandate • Info-Tech’s Key Initiatives Plan

C. IT team assessment • Detailed IT staffing assessment
D. Key stakeholders assessment • Strategy roadmap

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E Where IT spends its time today

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 Where IT spends its time tomorrow
E Activity type % of time Total FTE
Maintenance 35% 37.5
• Existing tech 27.5%
• Existing processes 7.5%
Administration 18% 22
• Meetings 5%
• Email 9%
• Other 4%
People & Resources 30% 19.9
• Managing IT team 4%
• Planning and strategy 12%
• Managing stakeholders 14%
Improvement 17% 14.6
• Improving IT processes 7%
• New tech initiatives 10%

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 E Plan to improve IT processes most in need

Initiative Objective Tactics Measurement Target completion

date

Do a compliance Improve ability Assign multi-skill Benchmarks 6 months out

audit to meet external team with best- against required
compliance practice standards –
standards methodology ISO, PCI-DSS

Create a head of Improve security Hire New lead to 3 months out

IT security management experienced determine
security lead

Rehearse Test DRP “Fire alarm” Are SLAs met, Within 9 months
emergency hygiene and style rehearsal do systems
scenario exercise BC in which timing remain online,
processes is not known problems
exactly reported by staff

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 Addressing disparity with business satisfaction and
E importance
Initiative Objective Tactics Measurement Target completion
date

Require Improve Train staff to not Tickets closed Immediately

confirmation communication close ticket until with
from ticket from service email documentation
issuer before deck confirmation of
close completion
received

Shorten refresh Improve Move budget End-user 9 months out

cycle on user satisfaction with from analytics satisfaction with
devices client-facing software to devices
technology device upkeep

Business peer Improve Pair technical Requirements- 5 months out

program requirements staff with gathering
gathering business satisfaction
functions

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Beyond 100 Days: First-Year Roadmap

THE FIRST-YEAR PLAN

Confirm tickets
before close
IT M&G Diagnostic update
Reduce maintenance tasks
Compliance audit

Reassign
partnerships Business peer program
resource
C
Increase time with business stakeholders

New head of IT security CIO B.V. survey update

Explore shared services opp.
Shorter device refresh cycle

Rehearse emergency scenario

0 3 6 9 12
Month INFO-TECH DIAGNOSTICS

CEO-CIO Alignment IT Staffing Assessment IT M&G Framework CIO Business Vision

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Vision – Mission – Values

Values Vision Mission

Service: Deliver technology To support Gotham in its goals to To create shared prosperity
requirements to the satisfaction become a global model for across Gotham’s many
of stakeholders. inclusive innovation and neighborhoods through modern
economic growth, fueled by the technology services and digital
Resilience: Maintain operations in city’s hard-working people and engagement.
the face of unexpected change or businesses.
supervillain attack.

Dedication: Pursue excellence in

performance and user
satisfaction.

Equity: Equal opportunity through

recruitment and service delivery.

Preparedness: Able and willing to

face any service challenge or
unexpected complication.

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