his job and established the Khan Academy . For Andrew Dutton, senior vice president, Asia Pacific and Japan at VMware, the transformation for the IT organisation is the idea of IT as a service function, competitive and able to relate to the competitive nature of business. "It should be able to drop things that don't work anymore, and take commercial based risks," says Dutton. Agility is important. Agility, Dutton points out, is the ability to stop doing things that are clearly not serving the business. "That is so hard for IT," he says. "Just say 'no', it is not going to work." Dutton says he has shift a shift over decision criteria within the IT community in the last 18 months. "More and more CIOs are trusting other CIOs," he says. Their conversations are around "how did you do it? Show me." At the same time CIOs are also changing their focus. "I am getting out of IT, I am becoming a business person with deep skill in IT. I am a business person first," says Dutton on the new IT leader transformation. Les Williamson, vice president, for Cisco Asia Pacific , advises utilising the CIO's business technology insights for the board. Not everyone has the ambition of being a board director, but he suggests ICT leaders to polish their resume and get a director's course. "Eighty five percent of public boards need IT skills at that level," he says. But he says ICT executives also have to speak the