The First 100 Days As CIO
Your first three months on the job are the ultimate predictor of your long-term success. Understand what to prioritize when everything is a priority.
Without a 100-day plan in place, the CIO may:
- Lack a clear path forward in establishing themselves as a leader.
- Fail to impress key business stakeholders, impacting their willingness to buy in to the new leader’s vision.
- Fall into the trap of analysis paralysis, where competing streams of information overwhelm and prevent any meaningful progress or actions being taken.
Early preparation and a well-crafted 100-day plan will:
- Demonstrate your preparedness for a role in the C-suite and your capability as a leader.
- Understand the needs and challenges of your key stakeholders.
- Identify early wins that will help build trust in your ability to get things done.
- Advance your strategic value within the organization.
Module 1: Develop a Leadership Mandate and Value Statements
- Distill your stakeholder expectations and desired target state into a vision and set of values that the business can expect from IT.
- Prerequisite: Requires completed stakeholder analysis and clearly defined expectations/KPIs.
Key Benefits Achieved
- Communicate a compelling vision of what the future state of IT will look like.
- Identify a set of values for the IT organization that will define a set of behaviors the business can expect.
- Socialize your future direction with the larger organization to gain buy-in and feedback.
|1.1||Review communicated expectations as CIO.||
|1.2||Review organizational priorities and in-flight commitments.||
|1.3||Craft a vision and value statements that align with your mandate as CIO.||
Module 2: Early Win Identification
- Identify potential quick wins that will align with your expectations as a CIO, have high visibility, and gain the trust of your key stakeholders in your ability to deliver.
Key Benefits Achieved
- Map out your key initiatives based off your stakeholder interviews and assessments.
- Analyze the initiatives based on visibility, effort, and risk to determine which early wins to schedule in your first 100 days.
|2.1||Map your initiatives to determine their ratio of effort to impact.||
|2.2||Further map your quick wins in terms of organizational visibility and risk of failure.||
|2.3||Finalize selection of your early win initiatives.||