Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.

1. Nirvesh Sooful CIO, City of Cape Town

2. "Dealing with a complex web of stakeholders is a challenge. It's the cross-group decisions that are the hardest to implement." "Overcoming resistance to change, both in the enterprise and in the IT organization is more of a challenge than I expected. I wish I had spent more time on the change aspects of what we where doing." "We have the right number of people, I'm just not sure they're the right people." "Communicate, communicate: you have to repeat yourself 30 times – and I'm still not sure they get it."

4. Enterprise Leadership Contribute to Enterprise Strategy & Future Lead an Effective IS Organization Operations Individual Deliver Reliable IT Services Build Strong Relationships Driving IT innovation in business and aligning IT strategy Supporting business change initiatives Supplying and supporting the infrastructure

6. Gartner - Creating Enterprise Leverage: The 2007 CIO Agenda The Business Adapted from: The E-Myth by M. Gerber IN IN the business issues concentrate on current operations and improvements. “In the business” issues focus on the current fiscal year. These include the infrastructure required to operate the business effectively at scale. The Business Success requires CIOs and IT to work both "IN" and "ON" the business. ON the business issues deal with the future shape of the enterprise in terms of its products, services and structure. CIOs working on transformational change are working “on the business.” ON

7. Role of the IT Role of the CIO Technology Process People Business Conversation Effective Operations Joint Decision Making Business Leadership Build the core of IT Build the core of business process Build the core of the business “ Super” Technical Operations Manager Business Partner Business Leader Stabilize the technical infrastructure Build the application platform Build technology for competitive advantage Establish repeatable processes in IT Establish effective IT governance and a PMO Evolve governance and PMO toward strategic investments Build and source required technical skills Build business acumen and analytical skills Build business relationship and change management skills Demonstrating the performance of IT services (availability, quality of service, etc.) Applying technology to transform business processes and activities Using information and technology to create competitive difference and meet strategic goals

8. Creating Enterprise Leverage: The 2007 CIO Agenda IT Service Delivery Governance and Leadership Project Delivery IT Agility Technology is an accelerator Working “ON” the business … CEO/CIO Relationship Meeting current commitments Working on what’s important … Now and In the future … Enterprise Agility

9. Driving change in large organisations needs the active sponsorship of very senior people. Project Ukuntinga, which was the “SAP ERP” programme in the City of Cape Town saw the establishment of a special relationship between the roles of key Exco members (senior politicians), EMT members (senior officials) and IT Leadership in catalyzing, sponsoring and achieving meaningful and sustainable change. This presentation focuses on a number of key factors that were instrumental in ensuring the sustainable success of the Project Ukuntinga. These factors have been presented as a number of “tips ” to people contemplating projects like this. For lack of a better name, I will call this group the IT Leadership The City of Cape Town is the first local authority in South Africa to perform a large scale SAP implementation . This project was focused on aggressively driving transformation in the City of Cape Town. It was large, complex, difficult and extremely high risk. Change management was critical to the success of the project – and had to be considered even before the project had started. An example

14. “ Politicians only get involved when they realise that – if IT fails they will fail ” Improved Efficiency Med. High Result: Continue doing more of the same. Advance Social Upliftment Financial & Organisational Transformation Enabled by ERP Programme. High Advance social upliftment Information transparency Enhance Organisational Performance Improve service delivery Address historical backlog and service Inequality – Social Upliftment Improve Service Del. Long-term financial Sustainability and Improved Efficiencies Create financial value Enable Social / Political Conscious policies

15. FINANCIAL VALUE: Improved Cash Position Go-live Planned loan of R300 mil not taken up

17. Financial VALUE Social VALUE Public Sector Value Creating Measures Quantifying only the tip of the Iceberg

19. Financial VALUE Social VALUE Citizen VALUE Public Sector Value Creating Measures Quantifying only the tip of the Iceberg

20. Line Departments Responsible to Execute Work Depot Depot Depot Depot Depot Depot Revenue Services Control Revenue Services Control Water Services Healthervices Control Revenue Services Control Revenue Services Control Revenue Services Control Revenue Services Control Service etc. Centre Electricity Billing Masterdata Debt mgt. Debtors & cash Technical Services Depot Depot Depot Depot Depot Depot City interacts with various Stakeholders with differing needs Residents Businesses Citizens wish to use their preferred channel of communication letter telephone face to face fax email web SMS intranet Other Citizens interact with various City Services all the time Revenue Housing Electricity Motor Vehicle Reg. Roads Water Valuations Solid waste Etc. Citizens need convenient Contact Centres – remove the complexity of the Org Corporate Contact Centre Walk in Centres Business Processes Technology Enabled Work Management System Depot Depot Depot Depot Depot Depot Depot Depot Depot Depot Depot Depot

21. Generate Works Request Via SAP-notifications The Corporate Works Management Process Receive Execute Report Assign Assign Close Close

23. Logistics Human Resources Real Estate Revenue Management Finance R/3 and IS-U Business Warehouse Corporate Performance Management Customer Perspective Internal Business Process Perspective Financial Perspective Innovation & Learning Perspective Vision and Strategy

27. Establish Support Organisation Value Creation CWMP PSRM Corporate Performance Management BW

31. Build credibility by consistently delivering and following through Tip 2 : The IT leadership today has a responsibility to be more than a custodian of IT infrastructure and to ‘run IT’. Tip 1: The CIO has a key role in conceiving, delivering and sustaining change and organisational transformation. These require the CIO to have a wide divergent set of skills and to adopt different, sometimes contradicting roles in the organisation.   Use techniques to manage change, ensure sustainability and get people to work together Tip 4: “ Show me the money!” Tip 3 :   Obtain visible, committed and hands on Executive Sponsorship Tip 5 : 

32. Thank You Questions/ Discussion Contacts: [email_address] Copies of this and other related presentations, as well as further discussion can be found at www.knowledgecommune.com/blog