「 roles of cio for innovative government 」

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「「 Roles of CIO for Innovative GovernmentRoles of CIO for Innovative Government 」」

Toshio 　 OBIProfessor, Waseda University

Director, APEC e-Government Research CenterNaoko IWASAKI

Assistant Director, Institute of e-Government ,Waseda University

2

Priority Policy Program 2006Priority Policy Program 2006

Priority Policy Program 2006 First Priority Policy Program under the New IT Reform Strategy

● Enhanced evaluation system (PDCA)

Establishment of an Expert Committee on IT Strategy Evaluation

Sub-committee (evaluate key issues)

Compile specific measures to be implemented urgently and rapidly by the government in order to achieve the objectives set by the “New IT Reform Strategy”

Pursue IT structural reforms

Realizing a society where everyone can enjoy the benefits of IT by 2010

New IT Reform Strategy

Healthcare Evaluation Committee

E-government Evaluation Committee

Build an IT foundation Global leader

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IT New Reform StrategyIT New Reform StrategyYear 2006-2010Year 2006-2010

Post 「 e-Japan Strategy 」 2001-2005Realization of Ubiquitous NetworkUbiquitous Network Society

(Anytime Anywhere Anything)Reform

Deregulation &Barrier FreeDeregulation &Barrier Free ICTICT

Network InfrastructureNetwork Infrastructure Investment for technology & Young peopleInvestment for technology & Young people

Growth by Structural Reform

User oriented

International Competitiveness

International Contribution

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New IT Reform StrategyNew IT Reform StrategySignificant Advancement through Structural ReformsSignificant Advancement through Structural ReformsThe promotion of structural reforms should be encouraged for existing social structures as well as for any forces that have been resisting the various reforms that have been implemented up till this time. In the process, Japan shall aim to significantly advance into becoming a society in which more people actively have a vision and dream for the future.Emphasizing Users and CitizensEmphasizing Users and Citizens IT technologies should exist in such a way that people will experience convenience and feel their outstanding effects in all areas of their lives. And, through these various improvements in our daily lives, a society will emerge in which various intellectual and cultural values will be created out of the interactions and collaborative activities that occur between people of differing backgrounds and through an environment whereby knowledge and information is freely and easily circulated and exchanged.

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ＩＴＩＴ StrategyStrategy 　　 HeadquartersHeadquarters

Ministerial Chief Information Officers Council (CIOC)

［ Established in January 2001 ］

Established in September 2002Chair: Assistant Chief Cabinet SecretaryVice-Chair: Director-general of Administrative management Bureau, MPHPT,Member: CIO of all ministries

[Ex. Meeting for one-stop services of procedures relating to the ownership of automobiles ]

Chair: Prime MinisterMember: All Ministers, Representatives of Private Sector

Established in January 2001

Inter-Ministerial Meeting of Inter-Ministerial Meeting of Technical Advisors to CIOTechnical Advisors to CIO

［［ Established in December 2003Established in December 2003 ］］

IT Security Promotion Committee

Structure of GCIO for Promotion of e-Government

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UUỷ ban chiến lược CNTT&TT ỷ ban chiến lược CNTT&TT

Hội đồng các nhà lãnh đạo CNTT

Thành lập tháng 1 năm 2001

Thành lập tháng 9 năm 2002Chủ tịch: Trợ lý thư ký nội các chính phủPhó chủ tịch: Chánh văn phòng nội các chính phủThành viên: Nhà lãnh đạo thông tin của tất cả các bộ

[Ex. Meeting for one-stop services of procedures relating to the ownership of automobiles ]

Chủ tịch uỷ ban: Thủ tướngThành viên: Tất cả các bộ và đại điện khu vực tư nhân

Thành lập tháng 1 năm 2001

HHội đồngội đồng t tư vấn chuyên môn liên bộ cho các CIOư vấn chuyên môn liên bộ cho các CIO

ThThành lập tháng 12 năm 2003ành lập tháng 12 năm 2003

Uỷ ban An ninh CNTT

Cơ cấu tổ chức của GCIO trong việc thúc đẩy chính phủ điện tử

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Inter-Ministerial Task force of Information Systems Procurement

Inter-Ministerial Meeting of Government Information Systems

Ministerial CIO Council

Other Inter-Ministerial

Meeting

Ministerial Committee of Directors in charge of e-Government

Council of Representatives from the Government, Prefectures, and Municipalities

Established in September 2002Chair: Assistant Chief Cabinet SecretaryVice-Chair: Director-general of Administrative management Bureau, MIC,Member: CIO of all ministries

Structure of GCIO for Promotion of e-Government

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Technical Adviser to CIOTechnical Adviser to CIO[Assignment][Assignment] to provide supports and advices to the CIO to provide supports and advices to the CIO

and heads of the departments in charge of work process and heads of the departments in charge of work process reform and information systems, when analyzing and reform and information systems, when analyzing and evaluating work process and information systems as well evaluating work process and information systems as well as formulating a optimization program. as formulating a optimization program.

[Human Resource][Human Resource] Outside expertsOutside experts with independency and with independency and neutrality, who have expertise and experience in work neutrality, who have expertise and experience in work process analysis methods, information system process analysis methods, information system technology, and information securitytechnology, and information security

[Selection][Selection] Each ministry selects its Assistant CIOs by Each ministry selects its Assistant CIOs by document screenings and interviews. document screenings and interviews.

1-3 for each ministry.1-3 for each ministry.

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Prefecture

Municipality

Appointed CI ０ or Not

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Appointment Of CIO (Chief information officer)

Already Appointed ・・・ 31

Not Already Appointed ・・・ 16

12

0123456789

101112131415

0

200

400

600

800

1000

1200

31(66%)16

(34%)

1,225(66%)

618(34%)

5(20.0%)

13(52.0%)

4(16.0%) 3

(12.0%)

134(9.2%)

1,142(78.1%)

88(6.0%)

96(6.6%) 2

(0.1%)

Prefecture

Municipality

governordeputy governor

chief of division chief of a section

other

deputy mayorchief of division

chief of a section othermayor

Already Appointed ・・・ 1,225

Not Already Appointed ・・・ 618

Appointment Of CI０

４

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Social Cognition of CIOSocial Cognition of CIO

IssuesIssues ：：◆◆HRD for CIOHRD for CIO －－ Lack of high-skilled IT manpower Lack of high-skilled IT manpower in industryin industry

“◆“◆ e-Japan Strategy”e-Japan Strategy” －－ Aiming to make Japan the Aiming to make Japan the world’s most advanced IT nationworld’s most advanced IT nation

◆ ◆ Changes in working environmentChanges in working environment －－ Recurrent Recurrent education (re-training)education (re-training)

◆ ◆ Shift to Ubiquitous societyShift to Ubiquitous society －－ Need for advanced Need for advanced IT professionalsIT professionals

IT Revolution (Maximizing the effectiveness of IT investment)IT Revolution (Maximizing the effectiveness of IT investment)

New business modelsNew business models

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The changing roles of CIOsThe changing roles of CIOs In the 1980s In the 1980s - CIOs are chief information officers who manage - CIOs are chief information officers who manage

information systems and information distribution in offices.information systems and information distribution in offices.

The CIOs is “the Chief Information Officers whose main activities are to plan and implement management

and business strategies on ICT.”

In the 1990s In the 1990s - CIOs are information officers who plan and implement - CIOs are information officers who plan and implement information strategy as part of management strategies.information strategy as part of management strategies.

In the 2000s In the 2000s - CIOs are innovative chief information officers who focus - CIOs are innovative chief information officers who focus on “management” and “strategy” as a mediator between ICT and on “management” and “strategy” as a mediator between ICT and Management departments.Management departments.

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SSự thay đổi vai trò của CIOsự thay đổi vai trò của CIOsTrong thTrong thập niên 80sập niên 80s - C- CIOs là nhà quản lý hệ thống thông tin IOs là nhà quản lý hệ thống thông tin

và lưu chuyển thông tin trong các đơn vịvà lưu chuyển thông tin trong các đơn vị..

CIOs là những nhà lãnh đạo CNTT&TT với nhiệm vụ chính là lập kế hoạch và thực hiện các chiến lược quản trị kinh doanh dựa tr

ên các thế mạnh của CNTT&TT”

Trong thập niên 90sTrong thập niên 90s - CIOs l- CIOs là người lập kế hoạch và thực hiện các chiến à người lập kế hoạch và thực hiện các chiến lược về thông tin như là một phần của chiến lược quản trịlược về thông tin như là một phần của chiến lược quản trị..

Trong thập niên 2000sTrong thập niên 2000s - CIOs are innovative chief information officers - CIOs are innovative chief information officers who focus on “management” and “strategy” as a mediator between ICwho focus on “management” and “strategy” as a mediator between ICT and Management departments.T and Management departments.

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Ideal Model of CIOIdeal Model of CIO• Capable Expert both in “information Capable Expert both in “information

system” and “users’ side/ project mgt”system” and “users’ side/ project mgt”• to the new areas:to the new areas: 　　-- 　　 SecuritySecurity ／／ IPRIPR ／／ ComplianceCompliance ／／

Knowledge and Assessment Knowledge and Assessment • Usage of New business modelsUsage of New business models ～～

ERP,EA,SCM,CRMERP,EA,SCM,CRM– Directorate and full-timeDirectorate and full-time ーー candidate candidate

for”next” CEO/ More authorityfor”next” CEO/ More authority

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Core Competences for CIOCore Competences for CIOCTOCTO ／／ CROCRO ／／ CFOCFO ／／ CKOCKO

Core Competences for IT StrategyCore Competences for IT Strategy

IT services / EA / C

RM

/IT services / EA

/ CR

M/

e-Governm

ent / e-Municipality

e-Governm

ent / e-Municipality

Security / MO

T/ R&

DSecurity / M

OT/ R

&D

Leadership / Communication / Global Standard / knowledge ManagementLeadership / Communication / Global Standard / knowledge Management

Core CompetencesCore Competences

CFOCFOProcurement ManagementSystem ArchitectureIT Investment

CTOCTOManagement Strategy

Intellectual PropertyMOT / R&D

CKOCKOPolicydecision-making processKnowledge Management

CROCROProject

ManagementRisk Management

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Current CIOsCurrent CIOs• Qualitative change of CIO after IT revolutionQualitative change of CIO after IT revolution• New role of CIO as follows:New role of CIO as follows:

– the next position to CEO– Leadership and communicative competence– shifting to business management– Project management– Enterprise Architecture– Security Risk Management– Knowledge Management– Disaster Prevention

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Vai trVai trò củaò của CIOs hi CIOs hiện nayện nay• Thay Thay đổi năng lực của CIO sau cuộc cách mạng CNđổi năng lực của CIO sau cuộc cách mạng CN

TTTT• Những Những vvai trò mới của CIO:ai trò mới của CIO:

– Người kế cận CEO– Khả năng lãnh đạo và giao tiếp – Chuyển dịch sang quản lý kinh doanh– Quản trị dự án– EA– Quản trị rủi ro an ninh– Quản trị tri thức– Ngăn chặn thiên tai

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Clinger Cohen Core CompetenciesClinger Cohen Core Competencies1.0 Policy and Organization

2.0 Leadership / Management3.0 Process / Change Management

4.0 Information Resources Strategy and Planning5.0 IT Performance Assessment; Models and Methods

6.0 IT Project / Program Management7.0 Capital Planning and Investment Control

8.0 Acquisition9.0 e-Governance

10.0 Information Security/Information Assurance11.0 Enterprise Architecture

12.0 Technology Management and Assessment

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39

28

37

72

50

42

39

34

56

5261

43

54

48

42

52

48

26 67

35

45

53

78

16

40

40

56

39

4649

0

0

0

23 3443

01020304050607080

Policy and Organization

Leadership / Management

Process / Change Management

Information Resources Strategy and Planning

IT Performance Assessment; Models andMethods

IT Project / Program Management

Capital Planning and Investment Control

Acquisition

e-Government

Information Security / Information Assurance

Enterprise Architecture

Technology Management and Assessment

2006

2004

1999

Source: "Survey on CIO Core Competences for ICT Value-added” （ Obi / Iwasaki 2006）

Progress of Core Competencies of CIOs in USProgress of Core Competencies of CIOs in US 1999-2004-20061999-2004-2006

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10%

9%

8%

13%

7%8%6%5%

6%

10%

11%7%

1. Policy and Organization 2. Leadership and ManagementProcess and Change Management 4. Information Resources5. IT performance Assessment; Models and Method 6. IT project and Program management7. Capital Planning and Investment Control 8. Acquisition9. E- Government 10. Information Security and Information Assurance11. EA 12. Technology Management and Assessment


Preferential core competence in Preferential core competence in USUS1. Information Resources strategy and Planning

2. Enterprise Architecture

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11 Privacy and SecurityPrivacy and Security （（ 72.572.5％）％） 88 Security / Maintenance methodSecurity / Maintenance method 　　 of of excellent IT personnelexcellent IT personnel （（ 58.7558.75％）％）

22 IT Budget and Investment（ 70％） 99 Information Technology Management（ 57.5％）

33 Information Management（ 67.9％） 1010 Upper grade executive, CIO, staff, besides the clarification of each role/skill/responsibility of the person concerned（ 56.25％）

44 Information System Management（ 65％） Subject and change of business strategy

to e-Government,　 e-business, e-commerce （ 56.25％）

Threat and weak nature of Information System （ 65%） EA and governance （ 56.25％）

66 Risk Management planningRisk Management planning （（ 61.2561.25％）％） The whole optimal application in the decision making of IT investment（ 56.25％）

77 IT Budget（ 58.75％）Source: "Survey on CIO Core Competences for ICT Value-added” （ Obi / Iwasaki 2006）

Preferential Study Goals top 10 itemsPreferential Study Goals top 10 items

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13%

12%

8%6%

5% 4%

48%

3%1%

0%0%

0%Leadership and management


Process / change Management

Information Strategy Planning

Investment Planning

Technology and User

Project Management

Information Security

EA

e- Procurement

e- Government / e- Commerce

Evaluation Model / methodology

Leadership and Management



Preferential core competence in Preferential core competence in JapanJapan

22

22%

17%

14%14%

14%

9%5% 5% 0%0%0%0%

1. Policy an Organization 2. Leadership / Managament 3. Process / Charge Management6. IT Project / Program Management 11. Enterprise Architecture 4. Information Resources Strategy and Planning5. IT performance Assessment; Models and Methods 12. Technology Management and Assessment 7. Capital Planning and Investment Control8. Acquisiton 9. e-Governance 10. Infromation Security / Information Assurance

2. Leadership and Management

1. Policy and Organization


Preferential core competence in Preferential core competence in ASEANASEAN

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Comparative CIO core competences Comparative CIO core competences amongamong US, Japan and ASEANUS, Japan and ASEAN

US Japan ASEAN （ Thai)1 Information Strategy

PlanningInformation Strategy / Planning Policy and Organization

2 Policy and Organization Information Security Leadership / Management

3 Information Security Leadership / Management Process / Change MGT

4 Process / change MGT Project Management Project Management

5 Project management Investment Planning EA

6 Evaluation model methodology

Prediction Information Strategy / planning

7 Leadership / Management Process / Change Management Evaluation Model / Methodology

8 Technology and user Policy and Organization Technology and user

9 Prediction Evaluation Model / Methodology

Investment Planning

10 EA EA E-Procurement

11 E-Government / e-commerce E-Governance / e-Commerce E-Government / e-Commerce

12 E-Procurement Technology and user Information SecuritySource: "Survey on CIO Core Competences for ICT Value-added” （ Obi / Iwasaki 2006）

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So sSo sánh chức năng chính của CIO giữa Mỹ, Nhật Bản và ASEANánh chức năng chính của CIO giữa Mỹ, Nhật Bản và ASEAN

Mỹ Nhật Bản ASEAN （ Thái)1 Lập chiến lược thông tin/kế ho

ạchLập chiến lược thông tin/kế hoạ

chChính sách và tổ chức

2 Chính sách và tổ chức An toàn thông tin Lãnh đạo/Quản lý

3 Bảo mật thông tin Lãnh đạo/Quản lý Quá trình/Thay đổi MGT

4 Quá trình/Thay đổi MGT Quản trị dự án Quản trị dự án

5 Quản trị dự án Kế hoạch đầu tư EA

6 Phương pháp luận/mô hình đánh giá

Dự đoán Lập chiến lược thông tin/kế hoạch

7 Lãnh đạo/Quản lý Quản lý quá trình thany đổi Phương pháp luận/mô hình đánh giá

8 Công nghệ và người sử dụng Chính sách và tổ chức Công nghệ và người sử dụng

9 Dự đoán Phương pháp luận/mô hình đánh giá

Kế hoạch đầu tư

10 EA EA E-Procurement

11 E-Government / e-commerce E-Governance / e-Commerce E-Government / e-Commerce

12 E-Procurement Công nghệ và người sử dụng Bảo mật thông tin


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Widening Gap between Core Competence and Real Widening Gap between Core Competence and Real Roles for CIOs in USRoles for CIOs in US 　　 in 2004 & 2006in 2004 & 2006

Widening Gap between Core Competence and Real Business for CIOs in US

12.00%

6.67%

6.67%

9.33%

9.33%

0.00%

4.00%

9.33%

9.33%

10.67%

9.33%

6.67%

6.67%

9.14%

7.37%

7.79%

7.37%

7.06%

8.00%

7.68%

8.10%7.06%

6.96%

8.83%

7.89%

6.75%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

1.0 Policy and Organizational

2.0 Leadership/ Managerial

3.0 Process/ Change Management

4.0 Information Resources Strategy and Planning

5.0 IT Performance Assessment: Models andMethods

6.0 Project/ Program Management

7.0 Capital Planning and Investment Assessment8.0 Acquisition

9.0 E-Government/ Electronic Business/ElectronicCommerce

10.0 IT security/ information assurance

11.0 Enterprise Architecture

12.0 Technical

13.0 Society Environment and Technology

Current Core competence Preferential Core competence

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Conversion ( Exchange) of the CIO Conversion ( Exchange) of the CIO between the private and public sectorsbetween the private and public sectors

• According to conversion between the private and public sectors has been enabled,according to US CIO core competence.

• The measurement of the evaluation by the guideline of the core competence is possible.

• However, US version of core competence can not be used in Asia and Japan, – different organizational system due to the different society,

culture and tradition.– Reform of the personnel affairs, government system and

business environment are able to be key for success to globalization of CIO.

• In conclusion, we must make a kind of global standard based on revised core competence of US CIO system to work out with Japan and other APEC member economies, since there will be huge demand of CIO in the Information society of the world

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Summary on CIO survey The difference of the preferential core comThe difference of the preferential core com

petencies among Japan, US and ASEANpetencies among Japan, US and ASEAN d depends on the maturity of CIOs.epends on the maturity of CIOs.

CIO has shifting the priority to CIO has shifting the priority to business mbusiness managementanagement field field 　　 from IT Investmentfrom IT Investment

CIO has become the CIO has become the next position to CEOnext position to CEO. .

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Kết quả của cuộc điều tra CIO SSự khác nhau về chức năng chính của CIO giữa ự khác nhau về chức năng chính của CIO giữa

các nước Mỹ, Nhật Bản và ASEAN là do mức độ các nước Mỹ, Nhật Bản và ASEAN là do mức độ phát triển của CIO ở từng quốc giaphát triển của CIO ở từng quốc gia..

CIO CIO đang chuyển dịch dần nhiệm vụ trong tâm đang chuyển dịch dần nhiệm vụ trong tâm từ đầu tư CNTT sang quản trị kinh doanhtừ đầu tư CNTT sang quản trị kinh doanh

CIO CIO đã trở thành vị trí kế cận của CEO.đã trở thành vị trí kế cận của CEO.

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Cooperation with APECCooperation with APEC to Establish to Establish Global Education NetworkGlobal Education Network

1. CIO program for global HRD plan The importance and priority of high level IT

manpowers in “ e-Japan strategy” and “World Information Society”

Need of developing CIO activities in e- government The idea of “ e- community” and strengthening the

role of CIO mechanism forged by government and private sectors

Cooperation with APEC to produce the CIO with world class standard

Collaboration among government, business and academia to establish the post-graduate level curriculum for CIO training

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Scope and Targets of CIO Scope and Targets of CIO ActivitiesActivities

The highest level leaders in e- government e-Procurement strategy and talents Specialists in the field of information security Planner and Overseer of IT budget Communicator Creator of business innovation and solution

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CIO Workshop in ThailandCIO Workshop in Thailand

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ThailandThailand

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Waseda UniversityWaseda University

GITS(Global Information &

Telecommunication Studies)

Institution of e-Government[Director: Toshio OBI]

Graduate School Comprehensive Research Council

CIO/ IT Course[Head: Toshio OBI]

2-year-Master Program

APEC e-Government Research Center

[Director: Toshio OBI]

MIC, METI APEC, ITU, PECC

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2 year Master Degree Program2 year Master Degree Program

Japanese/English

4th Semester TR43rd semester TR3 P2nd semester TR2 AB1st Semester TR1 AB

Theme Research (4) 16 credits 4 credits for per semester Practice 2 credits Advance subjects (6) 12 credits Basic subjects (5) 10 credits

total 40 credits

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Goal of CIO CourseGoal of CIO Course Targeting the public in developing professional

education of IT Business / technology Cultivating CIO and IT management resources in e-

government and institutions Training specialists in CTO, CKO and risk

management (CRO) as expanded role of CIO Establishing effective collaboration among business,

government and academia Cooperating between Japan and Thailand to educate

and cultivate CIO talents in the Asia/ Pacific area

36

MMục đích của khoá học CIOục đích của khoá học CIO Phát triển đào tạo chuyên nghiệp trong lĩnh vực kinh

doanh/công nghệ ỈT Phát triển nguồn nhân lực CNTT và CIO cho các chư

ơng trình chính phủ điện tử Đào tạo chuyên gia trong lĩnh vực CTO, CKO và quản

trị rủi ro như là vai trò mở rộng của CIO Thiết lập sự hợp tác hiệu quả giữa doanh nghiệp, chín

h phủ và nghiên cứu khoa học Hợp tác giữa Nhật bản và Thái lan để đào tạo CIO cho

khu vực Châu Á Thái Bình Dương

37

JICA NetJICA Net

38

International Academy of CIOInternational Academy of CIO Japan,USA,Thailand,China,Philippines,IndonesiaJapan,USA,Thailand,China,Philippines,Indonesia

,Taiwan,Korea,Europe Activities,Taiwan,Korea,Europe Activities

1.1. Organizing workshops, conventions, symposia, lectures, Organizing workshops, conventions, symposia, lectures, seminars and meetingsseminars and meetings

2.2. Conducting academic researches and surveysConducting academic researches and surveys3.3. Issuing publications such as journals and proceedingsIssuing publications such as journals and proceedings4.4. Cooperation with related Academies whenever possible to Cooperation with related Academies whenever possible to

exchange resources and carry out joint research projectsexchange resources and carry out joint research projects5.5. Offering opportunities to young and top scholarly Offering opportunities to young and top scholarly

researchers actively engaged in the field of CIO including researchers actively engaged in the field of CIO including postgraduate studentspostgraduate students

6.6. Undertaking global projectsUndertaking global projects7.7. Carrying out any other worldwide activities to accomplish Carrying out any other worldwide activities to accomplish

objectives of the Academyobjectives of the Academy

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International Academy of CIOInternational Academy of CIO CharacteristicsCharacteristics

【 Interdisciplinary Research 】The Academy transcends the boundaries of single academic disciplines to share research goals and engage in a wide range of research projects.

【 Academic-Business-Government Cooperation 】Academic, business and government shall cooperate to conduct joint research projects for the creation and dissemination of knowledge in the field of CIO.

【 Worldwide Scope 】The Academy shall be a dynamic and global association with democratic framework. Holding international Academy members, the Academy shall meet various demands of the world.

【 Borderless 】The Academy shall facilitate the active exchange of information and ideas among scholars to become a leading association open to any individual engaged in the field of CIO.

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Future Prospect of CIO in JapanFuture Prospect of CIO in Japan

• All Local governments need CIOs by lawAll Local governments need CIOs by law• All business firms need CIOs due to proposed All business firms need CIOs due to proposed

Japanese version of SOX ActJapanese version of SOX Act

• Central Government Agencies will strengthen Central Government Agencies will strengthen roles of CIO as full time officerroles of CIO as full time officer

• Function of CIO will be extend to CRO, CKO, Function of CIO will be extend to CRO, CKO, CFO and CAOCFO and CAO

• Tremendous demand on CIO in non-businessTremendous demand on CIO in non-business 　　sectorssectors （（ Hospital, NGO, NPO, University & Hospital, NGO, NPO, University & etcetc ））

• Global business model of US CIOGlobal business model of US CIO

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IInformationnformation

IIntelligencentelligence

IInvestmentnvestment

IInnovation nnovation

55 roles of New C roles of New CIIOO

IntegrationIntegration

「 roles of cio for innovative government 」

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