CIO Leadership Forum Asia Pacific 2006
|Event Date/Time: Feb 23, 2006||End Date/Time: Feb 24, 2006|
Kenny Seow, Deutsche Bank , Direct Head of Business Continuity Management (AP)
Michiel Haarman, TNT, CIO China
Michael Leung, Bank of America (Asia), Senior VP & CIO
Wei Jiang, Bertelsmann, CIO China
Hongming Zang, Shanghai Pepsi, CIO
Fred Li, Communications Group, Siemens Ltd., China, CIO
Sirsij Peshin,Pfizer China, IT Director, Busines Technology
Malcolm GRAY, HSBC, Senior Executive IT
Annie Ng, Motorola, Director, Information Technology, AP
Daniel Wei, Walt Disney, Asia Pacific Regional Business Partner-IT
Jianmin Zhu, Ctrip, CIO, VP of Business Operation
DAY I - THURSDAY, 23 FEBRUARY 2006
Session 1:Be more than the CIO
--From cost center to key techno-business driver for the enterprise
Where once CIOs were considered simply as ' technical specialist' they are now becoming increasingly involved in wider business issues and strategy. Correspondingly IT Dep. has changed from cost center to key techno-business driver for the enterprise. Clearly this requires a wider skill set, one that combines a strong technical background with the ability to be a positive leader, an effective communicator and a strong negotiator.
¡ôDecision and speak power of CIO at company
¡ôLooking for the intersection of business strategy and IT strategy
¡ôConstruction of IT fundamental infrastructure and framework
¡ôFinding the right balance across senior technology, technology leader and member of the executive team
¡ôBusiness process improvement and integration
¡ôStrategic use of business intelligence
¡ôBusiness growth and results
Session 2:Do You Feel Difficult to Get Trust and Support from CXO?
Most CEOs view their CIOs as effective operational leaders, yet only a few view them as full business leaders. That can create a situation where their views are radically different from the CIO¡¯s perceptions, a situation fraught with risk for both. Actually the quality of the CEO-CIO relationship influences the CIO¡¯s effectiveness and success as a business leader, and the value gained from information technology. Although each CEO-CIO relationship is unique, there are some common characteristics.
CIO and CEO
¡ôDifferent view to title: CIO
¡ôDifferent attention to business
¡ôDifferent manner and behavior of business handling
¡ôHow to master CEO¡¯s decision-making style
¡ôStrive for CEO¡¯s trust and support, seeking wider authority space, gaining more initiative
CIO and CFO-- the privities between spending and saving money
¡ôPossess basic financial knowledge, understand key operation guideline
¡ôReduce IT system operation cost
Session 3: IT Risk Management
--ENSURE BUSINESS CONTINUITY AND SECURITY ARRANGEMENTS
Risk matters to CIOs more than ever. The new reality is that complex and global business models, accompanied by increased levels of oversight by regulatory and industry bodies, are resulting in an explosion of risk elements. Damage to the enterprise from uncontrolled IT risk can be crippling. Simple data protection is clearly not enough. CIOs are tasked with ensuring mission-critical business processes continue during a crisis. The challenge for organizations is to find the right balance between risk management and pursuit of business opportunity.
¡ôWhat are the challenges to ensure fast response during a crisis or incident? Minimize risk in the new corporate environment of extended boundaries
¡ôAre there new technologies that can increase effectiveness of security measures?
¡ôAs the CIO¡¯s responsibility moves beyond security of corporate IT assets to ensuring business continuance, what are the critical issues to consider?
¡ôCan security be outsourced?
¡ôThe means used by effective CIOs to get those risks under control
DAY II - THURSDAY, 24 FEBRUARY 2006
Session 4: Double-edged Sword -- IT outsource
With the market segmentation and specialization, it¡¯s becoming increasingly more difficult to prove how retaining in-house infrastructure has an advantage over the outside. Outsourcing can help reduce internal IT management responsibilities, but it puts considerable pressure on CIOs to get the most from the companies providing contract services. How to utilize advantage of outsourcing and overcome attached cost remains high on the CIO agenda.
¡ôKey parameters used to measure the impact of outsourcing
¡ôOutsourcing takes more management, not less
¡ôCapitalize on outsourcing to optimize business costs and risks
¡ôCommunication and relationship-building skills are critical for CIOs considering outsourcing
¡ôRisk of degradation in service quality
¡ôLack of clarity on business value from outsourcer
¡ôMaintaining visibility of dispersed IT operations
¡ôSecurity for corporate data
¡ôLogically evaluation of outsourcing instead of believing the cost-savings numbers
Session 5: IT Integration Seen As Key to M&A Success
Integration during an M&A is not a simple IT project but part of a bigger business goal. Too often, companies engaging in mergers or acquisitions ignore the IT scalability of their new business partner or their own systems. It's not that companies should make or break business decisions based on the IT architecture of the company they plan to join or take over, but it is important to have up-front knowledge of how the IT merger is likely to go. Planning is essential, before any integration work can begin; you have to decide what will be kept and how it will be used. A slow or poorly handled IT integration between merging companies can jeopardize the business goals. So once an M&A is set in motion, the CIO's role is to make sure that the IT integration happens fast and smoothly.
¡ôExcellent IT integration brings more business value to M&A
¡ôEstablishment of IT integration strategy
¡ôData standardization and integration
¡ôKeep the proactive envision of IT integration and ability
¡ôEnsure the business operation continuity and effectiveness
¡ôHow to help enterprise save IT cost
¡ôHow to integrate IT resource swiftly and effectively after M&A
¡ô Pay attention to the effect to IT staff by enterprise culture innovation
Session 6: CIO's responsibility in legal issues
--How CIOs can help keep their companies out of court
In this information blasting age, how to create IT system according to rule of law becomes the main challenge to CIOs from domestic enterprise, especially who wants to exploit overseas market. As government rule requires enterprises keep and control high level record which can validate the data¡¯s integrality and reality. Thus, enterprise information system need not only accord with company operation, business optimizing management, industry standard requirement, but with related requirement of rule of law also. Which guarantees client, partner and other shareholder¡¯s benefit.
¡ô Understand how IT litigation can undermine your position in the company
¡ô As a CIO, you have to detect potentially litigious situations and defuse them before they blow up.
¡ô How can audits be used more effectively by companies
¡ô How to protect intellectual-property rights
¡ô Data flows and data privacy
¡ô How to properly evaluate the legal and regulatory requirements in outsource activities
Session 7: Success Comes from Unblocked Communication
Today's CIO has to be on top of the latest technology¡ªthat's a given. But today's CIO also has a new mission. Say you purchase a new solution, from i2 or Manugistics. Unless your suppliers and partners are willing to play and connect into the system, the value you can gain is limited. So the CIO has to work closely with the other [partner] executives, and take on the role of articulating the value and the benefits of participating in supply chain integration.
¡ôImprove the relationship between upstream and downstream partners
¡ôIntegrate information system of upstream and downstream (supply chain resource)
¡ôIncrease the accuracy of market forecast
¡ôIncrease the efficiency of the whole supply chain operation
¡ôControl stock-in-trade velocity
¡ôControl logistic cost
Session 8: Capture the Value of IT
Research shows that the IT payout of the companies with the highest IT ROI and lowest one are very close. Which indicates it does not depends how much you spend, while how to manage.
¡ôInvestment environment and enterprise information culture
¡ôIllegibility of IT project ROI
¡ôHow to establish ROI analyze system in globalized competition
¡ôHow to set down scientific IT investment strategy and keep ahead in competition
¡ôPutting demand ahead, what is suitable is the best
¡ôGain multiple profit from IT investment: Combine business with technology
¡ôEffective managing mechanism--Manage IT like a business
¡ôForecast and accuracy of IT budget
¡ôHow to effectively evaluate business value of IT project
¡ôLack of financial skills makes quantifying IT benefits difficult
The ingredients of successful IT-business alignment