OCIO SUMMIT Galit Summit 2022
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The document discusses the evolution of the Office of the Chief Information Officer (OCIO) role over time. It describes how the OCIO started as an "order taker" for IT in the 1990s (OCIO v1). In the 2000s, the OCIO was established to better align IT with business needs (OCIO v2). Later, business relationship managers (BRMs) were introduced to improve customer experience but acted as bottlenecks (2017-2022). The document argues for a product-led organization where product teams are empowered and the OCIO acts as an enabler by providing resources and skills to product managers based on product success metrics.
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OCIO SUMMIT Galit Summit 2022
- 1. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 1 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph The Evolution of the Office of the CIO Galit Fein EVP and Senior Analyst @ STKI How to create tech products people love Page 1
- 2. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 2 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Business IT ERP HR CRM IT Business Requirements 1990s: Business leaders owned discovery (they decided what to build) IT/ OCIO v1 as an order taker Why OCIO? Page 2
- 3. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 3 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Business IT IT 2000s: OCIO was born OCIO was born מטה - Office of the CIO Align IT to the business Make a holistic view on business demands OCIO as an order taker OCIO Page 3
- 4. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 4 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Business IT IT 2017-2022: BRM was born OCIO v2 Business Relationship Manager Better CX for new IT clients Cross-organizational new projects Customer-facing projects: Digital – Web, mobile, e-commerce, marketing BRM BRM BRMs were great and capable, but not empowered Page 4
- 5. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 5 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Even with the addition of BRM and OCIO, the project management process remained the same Business Strategy ANALYSIS BUSINESS REQUIREMENTS Business Referent BRM OCIO REQUIREMENTS SPECIFICATION UX DEVELOPMENT IMPLEMENTATION & DEPLOYMENT DESIGN Developers TESTING QA INFRASTRUCTURE SECURITY INTEGRATION PROCUREMENT IDEAS/ BIZ CASE PRIORITIZATION Page 5
- 6. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 6 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph BRM/ OCIO Business IT Business requirements הגדרת דרישות In reality of continuous planning, product evolvement BRM has become a bottleneck - a bureaucratic station in a middle of the flow The role of the BRM disappeared As the demand for shortening the Time-to-Market increased – the roles of translators and controllers began to diminish Page 6
- 7. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 7 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph OCIO remained responsible for IT roadmaps, resources, and budgets Date-based Roadmap THE PROBLEM: Most companies rarely trust the committed dates and estimated costs anymore Page 7
- 8. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 8 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Budget-led Org Focuson long-term planning and mitigate the risk by making sure that people work on the right thing How? By building monitoring and controlling organizational year-based roadmaps your Business Page 8
- 9. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 9 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph A time-consuming process, not only to plan but also to follow up on how all parts of the org are doing compared to the plan. Deviation from the plan is the most important metric Plan VS Actual STKI.INFO 9 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Page 9
- 10. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 10 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph No matter if the target moves away, the structures are set up to make sure you stick to the obsolete plan. It does not allow new insights to impact what gets delivered and the org cannot have customer focus nor compete in a fast-moving market. Most times people in the org spend most of their time trying to find ways to game the system to be able to have any success at all. Locked Focus Page 10
- 11. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 11 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Traditional Budget Planning Discovery-driven Budget Planning Project’s assumptions are made in advance New ventures are uncertain from the start Budgeting Beloved Budget planning Page 11
- 12. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 12 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph OCIO v3 in Product-led Organization Page 12
- 13. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 13 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Product manager Product designer Developers Product manager Product designer Developers Product manager Product designer Developers Testers Team “Eagles” Team “The A-Team” Team “Masters of Spin” Head of product Head of design Head of development Organization All the rest of the org is built to support the Product Teams and help their success, they are measured by it OCIO Page 13
- 14. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 14 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph OCIO v3: Can we afford to build, sell and operate a new product? STKI.INFO 14 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Do we have the right skills? Page 14
- 15. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 15 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Product manager UX Developer Tester Do we have the right skills? OCIO/ IT HR Developer Developer Managed Services Offshore Neashore Staff Augmentation Page 15
- 16. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 16 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph OCIO in Product-led Organization Product Team A Product Team B Product Team C Product Teams Platform Teams Data Team OCIO as a Product Manager enabler: • Budget • Resources • IT HR (Skills) OCIO as a business order taker OCIO as a business order taker Page 16
- 17. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 17 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph OCIO Enables the Product Manager to get her work done • By getting her resources (people or budget) on time • According to product success evidence, based on predetermined OKRs 17 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Page 17
- 18. STKI IT Knowledge Integrators Company Confidential STKI IT Knowledge Integrators Company Confidential STKI.INFO 18 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Thank you Galit Fein EVP and Senior Analyst @ STKI Page 18