I had the opportunity to sit in on a discussion this week among CIOs and senior technology executives. The theme of the discussion what “Innovation” and what is standing in the way of it. One common issue in the discussion was the overwhelming lack of credibility that these executives appear to have in their organizations. Backing up from the situation, this is appalling. Even followers of Nicholas Carr realize that operationally technology plays a giant part in all organizations today. Apparently the backlash from Y2K and dot-come has yet to wane.
Note: It is pointless to debate whether or not companies can derive sustainable competitive advantage from technology. If it were easy to pinpoint areas to develop the source of advantages, they would cease to be sustainable.
Here are two things that arose in the discussion that I believe can help the case of the CIO who gets no benefit of the doubt from the executives.

1 –Have the pound of cure ready

When you cries of warning are treated like “crying wolf,” and the executives aren’t buying into the ideas, turn your attention to the contingency plan. The ounce of prevention only has appeal to those who understand the potential problem. If hypothetical scenarios aren’t getting through, powerful evidence can come in the form of a real-live incident.

Note: it would be professionally irresponsible to let a major failure occur.

Small incidents that are successfully rectified can provide the objective evidence that some may need to believe you next time. Garnering zero benefit of the doubt may be a reality for some IT executives. This is a way to gain relevance by attracting a bit of negative attention.

2 – Whisper to the King

Art Kleiner’s book “Who Really Matters” is an extremely interesting discussion of who has swagger in organizations. (Look for more discussion on this book!) From the conversation this week, IT executives are very clear on who is “king” in the organization. (Marketing was identified as the “in group” by one CIO; not surprisingly, “editorial” reigns according to a media-industry CIO.) The internal sales job starts with why would this matter to them, and can this become a priority issue for this group.

This is common sense for anyone who has worked in sales, but it seemed like an “aha” for some of the people in the room. Having the conversation with individuals in these groups can help raise the benefit-of-the-doubt reading, and can also identify the levers available to be pulled.

Building what Art Kleiner calls “reputation equity” appears to be a priority for at least some of the group that gathered this week. Events in the later 90s and early millennium have not helped the reputation of the entire function, but there are some ways to add value while bearing that particular albatross.

Helping to clean up a mess can be an effective way of demonstrating relevance. Reputation equity can help, whether in providing strength for the albatross or downsizing it to seagull status. Needless to say, many CIOs have a tough row to hoe.

• November 2011
• October 2011
• February 2011
• November 2010
• October 2010
• September 2010
• July 2010
• June 2010
• May 2010
• April 2010
• March 2010
• February 2010
• January 2010
• November 2009
• October 2009
• September 2009
• August 2009
• July 2009
• June 2009
• May 2009
• April 2009
• March 2009
• February 2009
• January 2009
• November 2008
• October 2008
• September 2008
• August 2008
• July 2008
• June 2008
• May 2008
• April 2008
• March 2008
• February 2008