Most popular to stop all empty talk 2008 U.S. CIO

2022-08-12
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Stop talking about the 2008 U.S. CIO survey

for some CIOs, it has been fully integrated with business; But for other CIOs, there is still a wide and deep gap between it and business, which not only affects the work ability of CIOs, but also makes them confused about their role positioning

at present, CIOs are faced with a dazzling environment of new technologies and tight it budgets. In this environment, what problems do CIOs face? In this regard, CIO magazine of the United States conducted a "2008 CIO status survey". The survey shows that the role of CIO is reconsidered, evaluated and imagined almost every day

558 respondents are all it directors of enterprises, some of whom are in a very good situation - they have brought creativity and new income to the company, and have also received corresponding returns. Their superiors have given them new responsibilities, such as responsible for business operation or customer service; Of course, some CIOs are struggling

the words often used to describe CIO experience basically cannot reveal the nature of CIO's work. Today's it terms such as "innovation", "combination" and "return on investment" cover up the fact of being a CIO and hide the obstacles and opportunities faced by it practitioners

"Zhang San, we need to innovate immediately to realize the combination of it and business."

"OK, Li Si. After that, we will bring positive return on investment to the stakeholders of the company."

in fact, no one says so in the daily work of CIO. This is not what you do all day. These popular terms seem to be changing concepts secretly, which attempts to explain by changing to another concept. For example, replacing "making money" with "innovation" is actually confusing, and CIOs don't have time to clear their heads. CIOs are good at considering what is possible and feasible

therefore, it is better to stop talking about concepts and be practical. Otherwise, CIOs will lose their way

Part 1: stop talking.

stop talking about "the combination of it and business"

as CIOs, they all know that technology must support the processes and goals of business departments, which is beyond doubt. In the "2008 CIO survey", 82% of the respondents said that how to combine it with business is a priority

CIOs often worry about how to integrate it with business. Why is this? The root cause lies in the responsibility positioning - CIOs often think of themselves and it departments as different, which may be caused by the CIO itself, or by other directors or corporate culture. With an annual revenue of $4.2 billion, Roger parks, vice president of information technology and CIO of J.R. simplot food group, said, "if other senior executives don't think you are one of them, they usually can't change each other's ideas, you have to realize this."

Rick Roy, senior vice president of the customer department of Cuna mutual group, said, "there are still some areas in the discipline of it that need to be improved." Before taking charge of the customer department, Roy served as the CIO of the financial services company from 2003 to 2005 (when the company's assets reached $15.2 billion). Roy said, "in my daily work, I never talk about the combination of customer service and it; CFO will not talk about the combination of Finance and it."

"in fact, there is no need to say 'combine it and business'. What you say will affect what you do." So, let's stop talking about the combination. The more we talk about it, the more it will make the CIO look like an outsider

stop talking about "innovation"

all excellent leaders are trying to improve their working methods, rather than trying to innovate - CIOs who are trying to innovate do not realize this fact

65% of the respondents said that business innovation through technology is not only an important part of work, but also an important indicator to evaluate the success of CIO. In the 2007 survey, only 56% of respondents believed so. So there is no doubt that innovation is increasingly becoming a natural expectation. The CIO's performance appraisal form may have such an option: "has someone innovated this year? Yes or no?"

unigroup is a handling service company with an annual revenue of $2.3 billion. Randy poppell, CIO and senior vice president of strategic planning, said, "we all need to innovate, not just in it, but in the whole company." Blindly emphasizing "innovation" can not bring any benefits to CIO, which is the same as the "combination of it and business" mentioned above

innovation is not just about it challenges, nor can it be accomplished by a person or a department. Citigroup is a giant in the U.S. financial services industry, with an annual revenue of up to $160billion. Michael Roberts, head of global IT strategy and planning at Citigroup, said, "everyone has innovation."

don't talk about "return on investment"

under the severe macroeconomic climate in the United States, the average tenure of CIO is only 4.4 years, so enterprises have no time to wait for you slowly. (9) the motor has a large vibration to cause resonance to realize the return on investment. CIOs should be responsible for the return on investment, but they should not blindly pursue the return on investment, but should avoid doing useless work

this is easy to do. As a CIO, if what you do makes the company, business department, it project team, it system or application software go downhill, stop it quickly

Part 2: be practical

seize the opportunity of flash

capable, calm and successful CIOs do not listen to the opinions of experts or pay attention to hot terms. A competent CIO does not care about the combination of technology and business, but cooperates with colleagues, guides, instructs, persuades, listens to and helps colleagues, argues and makes decisions with them, and implements the enterprise's strategy together

capable CIOs do not pay attention to innovation, but try to make the company profitable, help the company reduce waste, and reinvest the saved costs into value creating projects. Sometimes, they will bring unprecedented new business

capable CIOs do not strive to obtain return on investment, but avoid taking a hopeless path. Outsiders may think they are a little crazy, but Jan Bertsch, CIO of Chrysler (annual revenue of $62billion), said that if it leaders don't understand all this, just wait and leave

Bertsch said, "good execution is the basic requirement for CIOs."

the survey found that more people hold CIO titles than in the past, up to 60% this year, and only 50% in 2007; The income of CIOs also rose. The average annual salary of the respondents was $23736, an increase of 28% from $18524 the previous year. The CIOs surveyed basically came all the way from the IT department, with an average age of 47. CIOs (86% male) have managed the centralized IT department, led 188 employees, and dominated the construction of the technical standard system, which is very important, with a budget of 57.8 million US dollars

more CIOs are responsible for reporting to CEO (41%) than CIOs reporting to other positions. This data is very important, because this relationship fully shows the success or failure of CIO. For example, Slade Gorton is a private family seafood wholesaler. Recently, the company officially appointed Kim Gorton as president. Bonnie Hardy is the CIO of the company and has worked in the CIO position for 7 years. Hardy said, "CIOs should maintain close relations with senior leaders of other departments. CIOs should discuss business strategies and objectives with them, rather than obtain each other's views through multiple links." Hardy meets with Gorton every month, "this makes me more effective, because I directly understand the requirements of senior leaders." Hardy said

the Information Management Association (SIM) is a professional organization composed of CIOs and people eager to become CIOs. Jim noble, President, said that as CIOs began to work for the new generation of CEOs who grew up with technology, Hardy's transformation is now emerging in all walks of life. "When CIOs try to sell their ideas, this good relationship becomes a big advantage," Nobel said

since March 2007, Jeff Loeb has become the first CIO of Wilson leather clothing retailer (with annual revenue of $321million). Loeb plans to deploy a new sales system and test run a system to measure in store customer flow and sales conversion rate. Today, Loeb is supported by the CEO. Loeb aims to ensure that it projects meet budgets and schedules, thereby improving the credibility and execution of his department

Loeb said, "the important thing is to let the CEO know what you do and let the other party see the corresponding effect."

what kind of CIO do you belong to

there is not only one way to become a CIO, and there is not only one kind of problem that CIOs worry about. According to the "what kind of work do you deal with most of the time?" In response to this question, we divide CIOs into three categories: department head CIOs, transformational CIOs, and strategic CIOs

the CIO in charge of the Department is mainly concerned with how to ensure the normal operation of the IT department, so as to ensure that the company's time and money are not wasted on maintaining the operation of the infrastructure. When describing the work handled most of the time, 57% of the department head CIOs said they were committed to improving it operations

Raj DATT of Kennametal can be called a department head CIO. He recently installed a real-time application and network monitoring system to enhance the infrastructure. 41% of the department head CIOs said that an important part of their work is to cultivate it talents, and DATT is such a CIO. In other words, cultivate new employees who can ensure the normal operation of the IT department

like Loeb, transformational CIOs are responsible for implementing change projects and redesigning business processes. According to the survey, transformational CIO supports the largest number of users, with an average of 7600; It has the largest budget to develop lightweight composite technology and high-performance systems to meet the needs of mass production of automobiles, amounting to $70.7 million; There are 219 subordinate technical staff. After all, implementing change requires a lot of money and personnel

deirdre woods is the CIO and associate dean of the Wharton School of business at the University of Pennsylvania. Strategic CIOs like him focus on external academic clients. He often communicates with customers and develops IT systems to contact them. Woods has been developing web applications that simulate business scenarios so that Wharton students can practice how to make decisions. The survey shows that the number of strategic CIOs is the least, but the salary is the highest, with an average of $303000

it should be emphasized that one type of CIO is not better than another, but it should meet the needs of the company

if the ERP system of a manufacturing enterprise encounters problems, or the wireless network in a certain place always crashes, he will feel very depressed to let the strategic CIO take charge of the IT of the manufacturing enterprise. Being immersed in technical work is not the strength of a strategic CIO, nor is it usually the work he wants to spend time on. What is needed at this time is the Department

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