I have just provided the following article to CIO magazine, which resulted in interviews with a number of others on how to promote ICT governance in organisations.

Click here to read it on the CIO NZ Magazine site

I am please to say that it has also been picked up by the following publications – proof that ICT governance is a topic which is of interest worldwide:

• Computerworld India
• IT World Canada
• Computerworld Norway

Murray Wills (aka the VirtualCIO) has been selected as one of three judges for this year’s Computerworld Excellence in the Use of ICT in Government Award. 

Computerworld, together with the support of Hewlett Packard New Zealand, will recognise Excellence in the Use of ICT in Government through a special award to be announced in Wellington on 27 October 2010.

Murray, who has extensive senior IT and business experience and is a NZCS IT Certified Professional (ITCP), acts as a senior consultant/advisor, and VirtualCIO to a number of private sector and government organisations. “I was a thrill to be asked, and I’m looking forward to getting together with the other judges, and assessing the applications for the award. This award is for government agencies, rather than vendors, and this is good in terms of recognising the IP and contribution that government agencies make to ICT projects” says Mr Wills.

http://cio.co.nz/cio.nsf/opin/9D32E090AA8FF940CC257702006B7F43

This article discusses the unhealthy situation of not considering information technology as a critical strategic enabler.   

Well, it doesn’t look like it!!

If the following article is correct, then it looks like some really old school thinking has crept into one of our newest and most strategic organisations.

http://computerworld.co.nz/news.nsf/news/CFBB5E92DDF95D40CC25766A006D37F1

I agree with Rob O’Neill here. What on earth are they thinking?

It is inappropriate, given the strategic nature of Information Technology and Information Management in this organisation for the role not to be one of Chief Information Officer, reporting to the CEO and on the same level as the CFO. 

If  the CIO is on par with the other functional areas of ATA; it sends a message that IT and IM is important, strategic and integral to ATA functions. If ATA is structured to have an IS Manager reporting to the CFO – a clear message is sent that technology is not part of the strategy of ATA – but rather a support function subordinate to financial concerns.

In a smaller organisation or Government Agency it may be appropriate because of the number of direct reports, to have a dotted line to the CEO and a direct reporting line to the Corporate Services Manager, but in these organisations the CIO is involved in strategic decisions and  discussions, is the recognised specialist in this area and has direct access to the CEO.

In my article  “Appalling News – Cost Focus Changes CIO Reporting Lines” I make the point that “The trend of CIOs not reporting to the CEO flies in the face of a strategic, IT enabled and future focused organisation, be it a company or government agency”. I also make the point that  a “Chief Information Officer”, possesses a senior information technology and management background and experience (including strategic planning and risk management in an IT context), business background and experience. ATA may well be faced with re-specifying the role from one of IS Manager to CIO so they get the right skills and experience.

Other articles relevant to this discussion are: CIO Background – Is IT Experience Mandatory? - The answer is “yes” by the way.

The second, and one that I suspect those responsible for Governance of ATA may wish to read is: IT Governance Skills on Boards

Of course none of what I have discussed here is new. Another excellent example of a requirement for professional development in this area. 

This is something that we are very happy to undertake, and if you are a CEO, Board Member or CIO and would like to discuss this further, please contact me.

Murray

http://computerworld.co.nz/news.nsf/mgmt/A4A67DD8661EC548CC25766500132991?opendocument&utm_source=topnews&utm_medium=email&utm_campaign=topnews

It would be very interesting in those companies where CIOs are no longer reporting to the CEO if IDC were to research the IT competency of the CEO and Board. I would also be asking them what they consider to be the role of the CIO. I suspect that these organisations are ”organisations of the past” rather than “organisations of the future”!

Of course one possibility is that the incumbent CIO was not acting as a “Chief Information Officer”, possessing a senior information technology and management background and experience (including strategic planning and risk management in an IT context), business background and experience, but as an IT Operations Manager. If this is the case then an additional role of CIO reporting to the CEO should be put in place.

The trend of CIOs not reporting to the CEO flies in the face of a strategic, IT enabled and future focused organisation, be it a company or government agency, and I would welcome the opportunity to discuss the reasons why with any CEO, CIO, or board.

A survey released by the NZICT Group found that NZ ICT companies continue to suffer from a skills shortage, despite the recession.

The survey had more than 100 respondents and found that more than 50% of companies are planning to appoint technical staff, but 83% stated that the difficulties recruiting qualified, skilled and experienced staff is having a medium to major effect on business.

http://www.techday.co.nz/itbrief/news/ict-skills-shortage-for-nz-businesses/7037/

In 2005 I wrote a paper, along with then colleague Robert Sutcliffe discussing the IT skills shortage and some measures that could be taken by industry and by Government to lessen the impact.

Here is a link to a blog post on the topic and our original paper:

http://www.maxsys.co.nz/?p=204

Some of the things that we suggested as possible ways to redress the issue were to offer fees scholarships for IT study, or to give a period of tax breaks in certain key skills shortage areas. Lower tertiary fees for IT study is also an option.

We also talked of targeting school students with information about IT career options well before Year 11 given that many students are making career choices in late primary school and very early secondary school.

Collaboration between tertiary institutions, government and industry is also high on the list. 

Much is yet to be done in this area, and after reading the previous post and paper, if you have any comments on the issue or any ideas to put forward on how to help please list them below:

In addition to the above, I am getting increasingly concerned about what we are teaching our primary and secondary school students that might help with an IT Career (recent Government initiatives may help with this), and whether we are teaching them in the most appropriate way to facilitate both girls and boys’ learning.

A recent study in New Zealand raises major concerns that our education system is failing boys and not meeting their learning needs. This will lead to major socio and economic issues in the near future.  The following article makes for some serious reading: http://www.stuff.co.nz/national/765563. It indicates that by 2025 three times more women than men will graduate from New Zealand tertiary institutions.

Murray

This is particularly important in times of recession, as companies and government agencies will start to rely more heavily on efficiencies that can be made through effective use of IT systems and processes, or the introduction of new IT based services.

 Attached is an article which I authored which has just been published in the Institute of Directors Journal Boardroom this month.

Click Here to read the full article.