Let's dive into it. I again, I'm super excited to be here.Anna did a wonderful intro, but I just can't tell you enough that today, we're going to have some fun together. We're gonna learn a little bit, and hopefully, there are some takeaways that you can take back into your, role and to your organization and to your industry. So let's make a difference. CIO is the transformation leader. Let's dive into it. Hi. I'm Tracy. I have been a technologist for over twenty five years, and I've enjoyed every minute of it. When people ask me what's important to me, I'd say three things. Number one, I love to be of service.

And with that, using technology to be of service to either my coworkers, my company, my community, the clients that we serve, all of those in combination kinda make up a little bit of who I am. Number two, I really love to learn. A continuous learner. I think that's why we're all here today, right, to learn from each other, support each other, and grow in this next evolution of what's to come in technology. And number three, last but not least, I love mentoring and coaching and helping others. I appreciate a few of you that have reached out to me already and connected with me on LinkedIn. Please feel free to do that. I love, again, supporting our community and helping each other grow and learn.

But I wanna talk to you about something today, the CIO, and how critical this role has quietly changed under our feet for some time now. So let's kinda dive into this. Let me talk to this shift that I'm working on. The CI mandate has changed, guys. It it really has. And with that, we have to change with it. And what that means is we're not just responsible for running the business anymore, keeping the lights on, optimizing costs and uptime, reporting through the chain, and we're being measured by what stability. Right? That is wonderful. It is still the core of a CIO, but we now have to design the business. We have to think more architecturally. We have to line with strategy, with innovation, shape the culture and how the ways of working.

We have to own not only the customer experience, but we gotta look internally at owning some of that employee experience. And this time, the measure it comes with business outcomes because we are, as the CIO, here to drive, to scale, to support the business. Make sense? I think when we look at the slide here, it talks about a couple of those different components. And sometimes we have to think and slow down and say, if this mandate has changed, then the measure of leadership has to change too. And that starts with, you guess, those of us here in the mirror. So I'm gonna kinda walk you through these slides and just let you know that this change didn't happen overnight, but we've had a road if we've had to walk.

So let's take a look at that road, if you will. Alright. Fifty years. Four eras. Very different job. Am I right? When you think about how we've morphed and migrated this particular role. And for those of you that's kinda new to this role, it has changed. It has different titles to it. It used to be called, you know, sometimes director of engineering. Sometimes it was an infrastructure. Sometimes it was in the business. So we have different formats of what the CIO really has over decades of just learning, but adding new responsibilities, new accountabilities to who we are and what we provide, those services. We go from the eighties all the way up till now. We have been operators. We have done mainframes. Oh my gosh. Mainframes. Right? Remember those? PCs, network. I remember when we used to have text that will go to every PC, and they had to do an update with the disc. Oh my gosh.

I'm really dating myself right now. But this evolution just tells us how much things have changed in the time frame and how we have to bring it. We have to be ready. We have to understand what it means to us personally in our role. We have to navigate the waters, and we continue to show the value. So why does this matter to me? Well, I think I told you a little bit. Again, I just love technology. I love what we do, how we support our communities, and I've seen it firsthand over my twenty five plus years in multiple industries from insurance to telecommunications to government, now financial services, transformation starts with people. And it starts with leaders like ourselves that understand not just the technology, but understand how we use the technology and move it to the people in a way that's meaningful to them, that resonates with them, that uplifts them.

Because to me, if you don't have the mindset for change, then the mechanics don't really follow. Am I right? So strategy without execution is really just a production. We could do all this work, but if we don't have the baseline of a strategy where we own the cadence, we take accountability of that to kinda understand and deep dive and learn from our line of business leaders, learn from our shared services leaders, learn from our colleagues in the industry to understand a little bit better about how the technology and the strategy aligns.

And then we set the narrative. Technology, people, and process are what makes a leader moving them together in the right way. So we get to dictate the story. We get to make sure that not only are we projecting what the narrative is in the story, but our teams, our partners. And when I say partners, I mean all of the people that work with you, our internal vendors. If we're not all on the same page and selling the same story, then are we really transforming back to number one? That's kind of the questions you gotta ask yourself. Okay. Do I even know how to tell the story? We used to call it the elevator speech, right, back in the days. But knowing how to understand how these three come together is why it matters to me.

And I've always made it kind of my superpower to sit in between our core, our deep technology engineers, and our business partners and making sure we understand each other, that we're speaking the same language, we're drinking from the same well, and, again, we're telling the same story at the end of the day.

So let's talk about how do we pull these things together. And when I look at this slide, this has always been like an enterprise management at Key and what I do day in and day out. I tell people this when I go to a line of business leader. Think of me as your silent partner, that I'm going to just sit and listen with an unbiased purpose of how we really wanna transform the way we do work at Key. And here are the three pillars that I stand on, and they're in this order. So I really want you to think about this order. It is process. It is people that work the process, and it's technology that enables the process. Because as a technologist, we can automate processes all day.

We have a lot of capabilities to support us with that. But automating a bad process, is that really transforming? Is that really optimizing the way that we wanna work? I don't think so. So we have to understand that. And I wanna add another pillar that I didn't put on here, but we can't do anything without it, and that's data. And our data has to be transparent, our data has to be of quality, and our data has to be secure and used very thoughtfully when we think about the process, the people, and the technology that enables it. Hopefully, that makes sense to everyone that's resonating. But don't take my word for it. Let's let me give you a framework that kinda help me understand my role in IT and understand how to use that with my business partners. Okay?

Let's dive in next. Alright. So look at this. Gartner has been doing some research, and I love, you know, Gartner. Gartner's one of our our partners at KeyBank, and they've been doing research around years looking at the patterns and how IT really plays a part in the business. And, again, if you go from left to right, let's just take a moment to look at those. Number one, we used to be very, very reactive, and some of us still are depending on the environment that we're in. A lot of times, the legacy that we have to tend with as we're kinda balancing new capabilities with legacy modernization at the same time. And a lot of times, sometimes, we have, going back to our old principles of ITIL. Everybody remember ITIL? Right? Incident management, problem management, change management.

When you think about maintaining operations, I think about those core principles that we stand on. IT also plays a role as a service provider. When you really think about optimizing your services in a pattern format, then you could think about how to enable that through that that service provider focused lens. And then going back to that, another part that kind of evolutes to that is the integrated partner. And when we think about integration, we think about growing the business model. And where enterprise IT shops really try to land today, they really wanna be, again, a partner to the left, a partner to the right, so we feel it from an integration perspective. So, again, different lines of businesses that were segmented the day before can now be more partnering together, and we help initialize that. But here's where we're striving to, everyone.

Right? When we think about where we're headed to, our North Star, we wanna be disruptive with innovation. We wanna be disruptive with transformation. We wanna be disruptive with optimization because we wanna be able to support the business as they have to pivot and they have to shape how they want to project themselves onto their customers and clients. We have to be just as nimble. We have to really think about the art of the possible and really helping to support that business grow. So I want you to think about a minute and say, what role in IT are you playing in the business? If you're one, two, three, or four, ask yourself that honest question. Let me see it in the chat. Where do you think that you're landing more so today? In pillars one, two, three, or four. If you're in four, boy, I wanna talk to you because that is the lane that we are all trying to get to.

But some of us, again, have a journey. Oh, Jessica hit me with the four already. You go, girl. I am so excited for you. Karina, I love that. Again, a lot of us fall into that two or that three mainly, and I'm seeing a lot of threes here. Lindsay, Catherine, Noor. Thank you. But that's okay. It is not one is better than the other. It is a step a moment in time, but that doesn't mean that we can do we can't do anything about it. Because once you know the pattern, I'm gonna show you something that's gonna help some leverage for you to pull no matter where you are on this journey. So look at look at these, the nine levers. These are nine components with one operating model where real transformation can take place because it's a pivot point.

How optimal can we be? Do we want to be? Are we encouraged to be? But this is a CIO where you look at your one team and the different components and understand how they move together. So let's talk a little about the levers. Financial, decision rights, performance, talent. Talent is huge, especially now. When we think about looking at our talent across this industry, it has changed tremendously. And while we have some young, talented engineers coming into the ecosystem of technology, We have to balance that with the seasoned engineers and how do we work together seamlessly. How are we going to take what we have from a knowledge and experience perspective and help grow our talent to where we need it to be? Sourcing and ecosystems. Now there are a lot of there's a lot of competition out there for us to partner with other sourcing entities and places that we can go to for vendor support, which is kind of a good thing because it's not a one stop shop and everything.

There there could be something that you wanna do from a platform expand out, and you're gonna need that kind of support from your vendors to help with that. Organizational structures. I know sometimes we don't think about that, but if you go to my couple slides earlier, true transformation comes from process people and technology. So sometimes we're not or correctly to onboard the change in a way that's not just consumable for the moment but for the long term. And then the last row, workplaces, tools and platforms, and delivery models. Again, different roles, different levers, and it depend on how you want to engage these, whether it's an engagement, it's an enablement, or delivery. Make sure you go back to this page and think about how to pull these things together.

Because if they're operating separately, transformation still won't be where you want it to be. We go back to our our IT model. Right? So let's take a look at something else here I wanna show you. When we go to those three on the side and how you work with these nine, components, whether, again, it's an engaged model, it's an enablement model, or delivery model, As the CIO, we have to lead these accordingly. We have to understand what our strategic ambition is and make sure that that operating model supports it. So in engage, we own. We own the the process, the people, the decision rights. Sometimes we don't own the financials, but we have a seat at the table. So having a seat at the table is almost just as important as owning it because you get to set the expectations.

You get to kinda convince, and this is where you have to use your skills of communication to convince your business partners that this is the right thing to do. Enablement. So the coordination. This is what we've done day in and day out. We have to enable the change through partnerships, and we have to look at a holistic partnership. We can't just think about just the line of business or just the technology teams or just the shared services teams. We have to think about it holistically from our HR partners, our procurement officers, risk management teams. We have to understand if financial services, again, a KeyBank, I have to know what that teller is going to experience in the branch themselves.

So knowing the whole ecosystem and being able to enable from a coordinated perspective is where, again, the optimal resorts are there. And last but certainly not least, we have to deliver. That is the one thing that we have to do because we are measured on how we deliver. So, again, delivery just isn't numbers. Delivery just isn't statistics. Delivery is the whole experience, everyone. We have to understand that we have to look at, again, the workplaces, the tools, the platform, the manner in which the consumption of what we're delivering has taken place. That's how you can really say, okay. I'm on here. I've done I've done some change, some good change here. And sometimes it is not easy. And I'll be honest with you. It is not easy. But you're not alone. That is the one thing of the takeaway. We just saw those nine levers.

You have people to your left and to your right. You are not alone in this world. But I can't tell you it's not hard. Well, we kinda know the reasons why. You know? History tells us sometimes businesses operate independently. Alright? They're kind of siloed. And sometimes as a CIO, you're you're trying to look more horizontal than vertical. So there's a lot of convincing sometimes behind the scenes that need to be made of, this is the path forward if we truly wanna transform. If we truly wanna make a change, you tell me that these are pain points that you have. I've done my due diligence. I've done my recognizance. I've got my data points ready. But now I need your support.

So you have to shift the mindset for all of those that are gonna be part of that delivery chain to understand that they're actually interdependent. They're not independent. They all have to work together kind of seamlessly in partnership to help each other, almost like a, a beautiful concert. You have all the different instruments, and when they play together, it's this beautiful, harmonious sound. Bandwidth is infinite, though. Progress is nonlinear, and norms do resist. So, again, really think about the change. But things get better before they get worse, right? And we know history tells us this, and this is a real example of a change curve. So if you're thinking about your change curve, don't worry, but it will get better, but sometimes we do. You have to trust the process.

One of my favorite books is Chop Wood, Carry Water. Anyone's heard of this? By Joshua Minkoff. You have to trust the process. It will get better over time. And culture is a big part of it. You can't do anything without the culture. You have to set the charge. You can't do it alone, but we can't do it without culture and thinking about that as your new operating system. Right? And I know we're running up on time, so I'm gonna go through this a little bit quicker. This is all these next couple slides just really tell you the focus points on your employee and customer experience and knowing, again, the tools and decisions to make to really create that holistic transformation. And this is a cup this is a point in case I want you to say that one of the CIOs said, hey. You know what?

When I think about agile, how many of you have said agile started in the business? Right? Or started in technology. Well, we know that agile should not start in just technology into the business. Just an example of how transformation really came together in a seamless way to help produce the outcomes they wanted because they understand business have to have agility too, not just technologists. And so this is my manifesto. If you leave with nothing else, be the connective tissue, scale the influence through partnership, be transparent about progress, and treat enablement as everyone's job. Everyone's accountable. You as the CIO are the transformation leader. Please continue to think the art of the possible.

Continue to expand and challenge your own self, and I think transformation will be a seamless, optimal experience for you all too. So my name is Tracy Cleveland.