It is a general belief that CIOs are a pampered lot, with every vendor equipped with a marketing budget vying for time of the CIO — wining and dining them, or taking them to exotic locales under the aegis of a larger event organized by, say an IT publication. A destination’s lure or the fine dining opportunity is what the vendors believe attracts their audience to accept these invitations.
Now, the CIO is usually attracted by headlines promising to transform the business, strategies to enhance business value, getting ahead of competition or additions to the corporate bottom line, to just name a few juicy titles. It does not matter what product or service the IT company offers — the titles are very similar in their stated intent to help the CIO in being a winner. Expectation mismatch?
The reality is more on the lines of a captive audience, subjected to what can be described as Auschwitz style torture by presenting presumptuous facts of a micro-segmented market that has no correlation to the reality (of the audience). They then propose the same old solutions around data centers, storage and server virtualization, wrapped on cloud computing enabling the business statements using logic defying rationale.
Recent times have seen the gas chamber (read conference room) pumped with cloudy trends and solutions suffocating CIO prisoners and adding to the confusion. The CIOs’ silent cries are lost in the din of the collar-mike-d speaker who avoids eye contact with the victims, so as to not be cursed by their souls. Sighs escaping occasionally are drowned by the amplified voice of the person standing a head above the rest (on the stage). Basic decency and courtesy prevents the CIOs from walking out; a few regularly pass out, even as their snoring disturbs those who seek solace.
This cycle repeats endlessly, with the CIOs hoping in vain that IT vendors have probably taken their last feedback. That they have changed their way of using the precious face time with a group of decision makers. But no, it is as if the basic principles of customer engagement have been thrown to the winds. Forget the customer or his needs, sell what you have; it does not matter whether the customer needs it or not. Twist the message adequately to make the square peg fit into a round hole.
The vendors’ defense is typically on the lines of, “Listen to the customer? How can I do that when I have only 45 minutes of stage time? I have to tell them my story (the story that my company wants to propagate). I will read the slides, take a few minutes longer than the allotted time, so that there is no time for questions”. After all, I have spent some hard money to sponsor the event.
Over the last year or so, many CIOs have started excusing themselves from these excursions and invitations, in many cases at the last minute, citing business exigencies. This number is growing, and such opportunities will just wither away — unless the model changes to encompass “Engagement, Listening, and Empathy”.
Is anyone listening?