The First 100 Days As CIO Partner with

The First 100 Days As CIO Partner with Info-Tech for success in this crucial period of transition. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997 -2019 Info-Tech Research Group Inc. Info-Tech Research Group 1

ANALYST PERSPECTIVE The first 100 days refers to the 10 days before you start and the first three months on the job. The original concept of ‘the first 100 days’ was popularized by Franklin Delano Roosevelt, who passed a battery of new legislation after taking office as US president during the Great Depression. Now commonly extended to the business world, the first 100 days of any executive role is a critically important period for both the executive and the organization. But not every new leader should follow FDR’s example of an action-first approach. Instead, finding the right balance of listening and taking action is the key to success during this transitional period. The type of the organization and the mode that it’s in serves as the fulcrum that determines where the point of perfect balance lies. An executive facing a turnaround situation will want to focus on more action more quickly. One facing a sustaining success situation or a realignment situation will want to spend more time listening before taking action. Brian Jackson, Research Director, CIO Info-Tech Research Group 2

Executive summary Situation • You’ve been promoted from within to the role of CIO. • You’ve been hired externally to take on the role of CIO. 1. Foundational understanding must be achieved before you start. Hit the ground running before day one by using company documents and initial discussions to pin down the company’s type and mode. Complication 2. Listen before you act (usually). In most situations, executives benefit from listening to peers and staff before taking action. Studies show that two years after a new executive transition, as many as half are regarded as failures or disappointments (Mc. Kinsey). First impressions are hard to overcome, and a CIO’s first 100 days are heavily weighted in terms of how others will assess their overall success. The best way to approach this period is determined by both the size and the mode of an organization. 3. Identify quick wins early and often. Fix problems as soon as you recognize them to set the tone for your tenure. Resolution • Work with Info-Tech to prepare a 100 -day plan that will position you for success. • Collaborate to collect the details needed to identify the right mode for your organization and determine how it will influence • your plan. Use Info-Tech’s diagnostic tools to align your vision with that of business executives and form a baseline for future reference. Info-Tech Research Group 3

The First 100 Days: Roadmap THE 100 -DAY PLAN A. FOUNDATIONAL PREPARATION CIO-CEO Alignment B. MANAGEMENT’S EXPECTATIONS IT Staffing Assessment IT M&G Diagnostic C C. ASSESSING THE IT TEAM CIO Business Vision Survey D. ASSESSING THE KEY STAKEHOLDERS E. DELIVER FIRSTYEAR PLAN -10 0 30 90 60 INFO-TECH DIAGNOSTICS Info-Tech Research Group 4

Concierge service overview Deliverables Activities Organize a call with your executive advisor every two weeks during your first 100 days. Info-Tech recommends completing our diagnostics during this period. If you’re not able to do so, instead complete the alternative activities marked with (a). Call 1 Call 2 Call 3 Call 4 Call 5 Call 6 Call 7 Before you start: Day -10 to Day 1 Day 0 to 15 Day 16 to 30 Day 31 to 45 Day 46 to 60 Day 61 to 75 Day 76 to 90 2. 1 Introduce yourself to your team. 2. 2 Document your sphere of influence. 2. 3 Complete a competitor array. 2. 4 Complete the CEO-CIO Alignment Program. 2. 4(a) Agree on what success looks like with the boss. 2. 5 Inform team of IT M&G Framework. 3. 1 Determine the team’s cultural archetype. 3. 2 Create a cultural adjustment plan. 3. 3 Initiate IT M&G Diagnostic. 3. 4 Conduct a high-level analysis of current IT capabilities. 3. 4 Update your boss. 4. 1 Inform stakeholders about CIO Business Vision survey. 4. 2 Get feedback on initial assessments from your team. 4. 3 Initiate CIO Business Vision survey. 4. 3(a) Meet stakeholders and catalog details. 5. 1 Inform the team that you plan to conduct an IT staffing assessment. 5. 2 Initiate the IT Staffing Assessment. 5. 3 Quick wins: Make recommendations based on CIO Business Vision Diagnostic/IT M&G Framework. 5. 4 Update your boss. 6. 1 Run a start, stop, continue exercise with IT staff. 6. 2 Make a categorized vendor list. 6. 3 Determine the alignment of IT commitments with business objectives. 7. 1 Finalize your vision – mission – values statement. 7. 2 Quick Wins: Make recommendations based on IT Staffing Assessment. 7. 3 Create and communicate a post-100 day plan. 7. 4 Update your boss. Presentation Deck slides 9, 1113, 19 -20, 29 Presentation Deck slides 16, 17, 21 Presentation Deck slides 30, 34 Presentation Deck slides 24, 25, 26 Presentation Deck slides 27, 42 1. 1 Interview your predecessor. 1. 2 Learn the corporate structure. 1. 3 Determine STARS mode. 1. 4 Create a onepage intro sheet. 1. 5 Update your boss. Presentation Deck Section A: Foundational Preparation Info-Tech Research Group 5