The Chairman of the Indian entity of a leading global IT vendor company addressing a gathering of CIOs stressed on the (now so obvious) fact that CIOs should speak in business language. Everyone in the audience agreed and appreciated this repetition like the fact that “the sun rises in the east”. The senior statesman then went on to present a dozen slides on why virtualization and consolidation should be on the CIO agenda.
A group of CIOs visited an international event hoping to learn from interactions with their global peers and gain different perspectives. While the IT vendor companies represented in the event were somewhat similar considering the global nature of the IT industry, the speakers were different providing a local flavor of the country. Majority of the sessions stressed on the same fact “the sun rises in the east”, I mean, “CIOs need to speak the language of the business”. They, however, presented in complex detail the technology solutions that they wanted the CIOs to buy.
Excuse me? Did we (the CIOs) miss something? No, we did not doze off during the presentation and neither did we see you skip some slides in your presentation which may have connected to the obvious fact. We were attentive and so was everyone until the tech stuff started. There were many messenger, text, and email messages flying in the room to check that we were all in hearing the same thing. Excusez-moi or should I say Entschuldigen Sie, maybe if you like I can try another language. But where is the connection? How many of the CIOs in the room were part of your sample size?
Over the years, IT was nudged, pushed and coerced to discard techno-speak in favor of what everyone else speaks in the enterprise; the quick compliance and transition surprised many and helped bridge the perception about individual and team capability. Projects were no longer about the next big technology or the latest versions of the fancy devices, they embodied holistic discussions around internal process and external customers. On the other hand for some reason the industry refuses to acknowledge the change continuing to cite examples of a shrinking minority of change averse IT leaders.
So how can this perception be changed? How do CIOs ensure that what they say is what the IT vendors and consultants hear? I believe that it is time to start challenging the well-wishing speakers to cite examples when they talk about the language course CIOs need and not hide behind the global research reports of named companies to justify their spiel. Can they speak more from personal experience? For them to be heard, maybe they need to talk business, unless this is a ploy to hide their inability to speak the new language of the CIO.
For the CIO, the sun indeed rises in the east, but maybe, just maybe, it needs to rise from the west for the vendors and consultants to notice that the CIO has passed the language course with flying colors. Maybe, it is the vendors and consultants, who need the course after all!