Oh I See! Getting CIOs to view their jobs from a different angle

Aug 25 2014   7:13AM GMT

Recovery from the brink of ignominy

Arun Gupta Arun Gupta Profile: Arun Gupta

Tags:
Leadership

It was the first day at work for the CIO in his new company and he was excited about the prospects; the enterprise was one of the early adopters of technology and the business was growing faster than the market. The CIO having gone through multiple rounds of interviews and battery of psychological tests had made it. The first meeting was with one of the CEOs of a business; he arrived early and waited for the CEO. Arriving on time the CEO shook hands and sat opposite the CIO and opened the meeting with the remark, “I hate IT!”

Not knowing how to react, the CIO smiled and commented “Thank you, now that is a starting point.” The meeting went on for the allotted hour after with the CIO emerged with a list of things to fix, projects that the business CEO wanted to execute yesterday, meetings that he had to schedule over the next few weeks with other business leaders and he had yet to meet his team. Wondering about his decision, he walked across to the adjacent building where the next meeting was with his reporting boss and the Managing Director.

As he settled in he discovered the root cause of the bitterness with IT; there were many anecdotes and tales of his predecessor, his interactions with the business, his approach to any new solution and the way he managed the team. He (the predecessor) was the first CIO the company had hired when they needed to leverage the next wave of IT and moving from a local benchmark to being a global benchmark in the industry. Technically competent and extremely articulate, the ex-CIO had everyone eating out of his hands.

No one could have faulted the best of breed technology decisions, validated with more than adequate research from global consultants and industry reports. For his team and the business, he always had answers for any technical problem; his team supported him though they hated his micro-managing style of operation. The resultant rift continued to grow until one fine day the CIO fell into the chasm. Business leaders heaved a sigh of relief and hoped that the new CIO would put in better efforts to understand their viewpoints too.

The newbie met everyone across layers, from shop floor to Boardroom, warehouse to suppliers; he worked with the feet on the ground understanding their pain, met customers gaining insights on drivers of top line. Expectations were set with the teams on key deliverables and measurements with checkpoints on what to report and when. Meeting with key vendors determined traction and connect that he could leverage to move into the next gear. The biggest change was in the attitude of his team and how they approached the business.

Soon he was part of the business teams networking with executive assistants and chiefs with equal ease getting around with a conviction that people accepted at face value. His team liked the empowerment and the freedom; they knew help was at hand whenever they needed it, so was a good word and encouragement. They worked in sync and turned around some of the faltering projects excited by the prospects of growth, visibility and glory; perceptions of IT started its uphill journey towards collective credibility.

The team that was written off by the business shed their reserve coming out into the open with new found confidence built on the foundation of success and the strong shoulders of their leader. They saw a change in behaviour from their customers and reciprocated fuelling the fire of performance taking it to new heights. Internal and external appreciation poured in acknowledging the return to leadership position in an industry. The turnaround was complete, the new CIO had once again been able to bring the function back to relevance.

It was an industry conference on a global stage where the CEO was presenting on the business success and differentiation with help from IT. There was applause in the room after the keynote was delivered; the CEO bowed as his colleague the CIO joined him on stage. As they got off stage they were hounded to discover the secret sauce of the CEO-CIO relationship. The CEO said, “I hated IT a few years back until this guy came on board and changed everything. Today IT contributes to our growth and I love IT.” Both grinned cheerfully and with hands on other’s shoulders walked away.

Footnote: When I wrote about “Living with Bad Hires” many readers wanted to know what happened after the CIO was fired. This is the story of what happened.

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