A Leader's Transformation Journey
Executive Partnering with a CIO
Expectations for senior leaders are high, especially for bank Chief Information Officers. Pressure to deliver new solutions quickly and cheaply to keep up with competitors puts strain on technology teams. We provided an executive coaching partner to help a CIO transform herself and her team.
"I wanted to influence and align stakeholders around our strategy as a business partner, not as an IT order-taker. This required a significant change in how IT operated."
CIO
Approach
The CIO was under siege. She was asked to take costs out of the system, which required a re-organisation and process changes to manage IT differently. And, the business was not happy with the delivery speed of key systems.
Through an Executive Partnering Coaching assignment, we helped the CIO:
Redefine Her Identity as a Leader
The CIO traditionally focused down into the organisation to ensure operational execution. Coaching helped her redefine her identity as a leader to better lead across the organisation and transform the business.
Align Stakeholders to a New Strategy
Coaching focused on aligning and influencing stakeholders. This resulted in adoption of a new IT strategy, new deployment processes, and a new governance framework.
Build Team Capabilities
Over 16 months, the coach partnered with the CIO to build team capabilities. This included refreshing some talent on the team, coaching other talent, and bringing the team together to align on their new strategy.
“The team is now delivering many more projects with a regular rhythm. More importantly, they are engaging the business on our longer-term strategy instead of current project risks.”
Business Stakeholder
Results
The CIO developed new capabilities to lead others, drive change, and have greater impact. She also achieved some meaningful results for the organisation:
3X More Projects Delivered. The new technology strategy and operating model resulted in delivering three times more projects over 12 months as efficiency was improved.
Stakeholders Aligned. Stakeholders went from causing “noise in the system"" to more positive engagement. Stakeholders were able to better prioritise projects meaningful to them.
New Team Capabilities. The team was transformed with several new senior level hires who had more technical and business experience. Other team members were reallocated into new roles.
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