Key Messages
How A Chief Information Officer Can Bridge The Gap Between Technical Solutions And Innovative Strategies
The CIO Paradox is a crucial book for anyone interested in the world of IT and Leadership.
It dives into the ins-and-outs of being an effective Chief Information Officer (CIO) and provides key insights into what makes a successful CIO.
From emails, phone call to video conferences or CRM systems – all these responsibilities needs to be taken up by a single person.
As the IT become more integral with businesses, most companies rely on CIO for their innovative business strategies and continuous trust.
But how can this gap between IT operations and strategic goals be bridged? The book outlines ways in which outside revenue can benefit the business (as seen from Boeing’s case), outsourcing capabilities and presenting interesting blog post strategy (Kimberly-Clark’s example).
This book gives clear structure as to how your team works around everything and deliver results that are beneficial to both sides – someone who gains knowledge as well as someone who analyzes it.
Cios Must Balance Cost-Efficiency And Innovation To Get The Best Out Of It
If you’re a CIO, understanding and balancing the paradox of cost-efficiency with risk-taking and innovation can seem like a daunting task.
But it doesn’t have to be.
One great way to achieve both goals is to focus on simplicity and instilling an innovative mindset in your IT organization.
Geir Ramleth, the CIO of Bechtel Group, achieved this by consolidating 33 IT helpdesks into one centralized system that featured a universal ticketing system, single phone number and 24/7 availability.
He reported solving over 65% of problems while simultaneously cutting costs by 30% or more!
Tom Farrah of the Dr Pepper Snapple group successfully abandoned mundane tasks like handling helpdesk tickets and network support by outsourcing them, then encouraging his internal team to focus on more innovative projects such as mobility and business intelligence.
Utilizing this strategy gives you the time and space you need to innovate which ensures long-term success for your IT organization.
Cios Can Influence Company Strategy With Clear Goals And Autonomy
CIOs face the paradox of needing to play an active role in influencing company strategy while still managing the daily IT operations.
If a CIO lets operational issues take too much priority, they won’t be able to focus on more strategic work.
Kim Hammonds, the CIO of Boeing, is a great example of how powerful a good CIO can be when it comes to influencing strategy and generating revenue.
During a conference with 25 other airline-industry CIOs, Hammonds saw an opportunity to showcase Boeing’s mobile security work and sold their solution which generated new revenue for the company.
By delegating 10 percent of her entire IT team to working on customer contracts, she also reinforced the importance of earning revenue through strategic “contract work” instead of simply providing “support duties”.
Ron Kifer was another example when he was hired as CIO for Applied Materials.
Knowing that he was inheriting an inefficient environment, during his interview process, he proposed an ambitious IT development plan with four criteria that would ensure his influence in the company (e.g., reporting directly to CEO).
It’s clear that if you want your team’s efforts to have the maximum impact and pave way for success – don’t let operational issues hinder your strategic work
How Cios Can Overcome The Challenges Of Global It Management
CIOs of global businesses have a lot more to consider than those in local companies.
Not only do they need to be aware of multiple languages, cultures, time zones and currencies, but it’s important for them to understand how each local market works in order to develop the most effective solution for their company.
John Dick, former CIO of Western Union, faced this issue when dealing with an organization that served thousands of different markets.
He highlighted the importance of understanding the nuances and dynamics associated with every one so as not to make a misstep with a universal system.
For example, payrolls need to be tailored according to each country’s regulations and economic systems; otherwise it may not work.
Communication is also key in global businesses because CIOs aren’t able to physically meet people in other countries often.
To bridge that gap, Ramon Baez set up a video blog when he was the CIO of Kimberly-Clark.
This allowed him to spread his message throughout the organization – something that just wasn’t possible without using videos!
So if you don’t have much technical know-how but you want your message heard loud and clear across borders, hire a communications expert who can help create visual media for you.
Cios Face Increasing Pressure To Update Outdated Technology And Systems
CIOs are often given the tricky task of making the most out of a company’s existing technology, no matter how outdated it is.
This can mean finding ways to improve upon and maintain legacy systems, or finding creative solutions that allow employees to use the latest technology without compromising security or efficiency.
Tom Murphy, former CIO of pharmaceutical giant AmerisourceBergen, was tasked with managing hundreds of applications within an ancient mainframe system.
To convince the CEO to invest in an upgrade, he created a visual presentation which clearly demonstrated how over 50% of the top 80 applications were failing monthly.
By plotting his data and providing a clear argument for new technology, he was able to win support from the higher ups – backed up by clear results.
This story highlights how vital it is for any CIO to be able to work with and improve upon their existing technology resources.
If a CIO can successfully find balance on this tightrope between evolving technology and keeping important legacy systems running – all while meeting employee demands for modern tech – then they will have achieved success.
How The Cio Can Build Relationships And Cut Through Misunderstandings Between It And Other Departments
In order for CIOs to effectively point out the critical role that IT plays in an organization and to resolve the paradox of being part of every aspect of the business yet still seen as a separate department, it is necessary for the CIO to build relationships with the other leaders.
The best way to foster positive relationships is by approaching them as a colleague – not just someone from the IT side of things – and making sure you present IT’s role accurately.
Leslie Jones, who is currently the CIO at Motorola Solutions, Inc., knows first-hand how important it is to communicate effectively between IT and other company departments.
When she came on board, Jones changed her predecessor’s 8-page tech-heavy weekly report into a concise 1-page update that highlighted what people needed to know – no more techno babble.
The CEO was so impressed with her efforts that he let her know this new report was much better than what had been provided before!
Additionally, Jones established one contact person within IT per department.
This helped simplify communications since individuals knew exactly who they can reach out to when they needed help from IT related issues whether it be tech support or something else.
Her plan worked like a charm – this kind of relationship building between IT experts and non-technologists resolved any confusion on either side about which person should be contacted for certain matters.
How To Create A Lasting Legacy By Grooming Your It Successor
As CIOs, it is critical to plan ahead and proactively take the necessary steps to ensure a smooth transition into the future.
One of the best ways to do this is by preparing a potential successor who has had plenty of interaction with other departments within the company.
Barbara Cooper, the former CIO of Toyota Motor North America, gives great insight into this approach by suggesting that 40 percent of our time should be dedicated to preparing the rest of the business for a future CIO by facilitating adequate communication and interactions between departments.
She further explains her initiative, which was a program designed for potential successors in IT roles: they got exposed to different parts of the company, so they were able to develop the skills needed as an effective CIO.
This allowed incoming CIOs from internal sources to get taken seriously, instead of having their candidacy written off due to them being tainted by association or lack of contact with other department heads.
CIOs should keep these steps in mind when looking ahead and ensuring a seamless transition from one CIO to another.
They need to make sure that sufficient preparation has been done beforehand and not just rely on luck or chance for a good result.
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The final message of The CIO Paradox is that for IT departments to be successful, they need to look beyond the traditional boundaries of their department and become integrated into the business as a whole.
CIOs should focus on how they can help others understand how technology can impact the entire business, and use this understanding to drive innovation in their own teams.
To this end, CIOs are encouraged to create an organizational motto that sums up what they want their team to stand for.
By doing this, IT departments can begin to bridge the gap between the business world and their own realm of expertise.
With a mantra like Tom Conophy’s “our mission is to transform technology to be the enabler of brand differentiation,” CIOs can help bring all stakeholders together in a shared pursuit of success.
