"The worst place to be as a CIO is to convince yourself you have control, when in fact you don't," says Intel CIO, Kim Stevenson in this interview on ComputerWeekly.com. Stevenson hates the term Shadow IT – she views this as the enterprise at large becoming more educated about technology just like we continue to do in our personal lives. Stevenson’s outlook symbolizes a new style of interaction with business stakeholders that is vital for competitive enterprises of the future. It is no longer just about how CIOs help their stakeholders achieve their business objectives – it is also about the manner in which they present solutions in business terms. CIOs of tomorrow must drive a New Style of Business today across the enterprise. Let us see what we can learn from the next generation of CIOs like Intel’s Stevenson.
Twentieth Century Fox Executive CP and CIO, John Herbert, introduced the term Journey Management at HP Discover. By realizing business gains for his stakeholders through clearly defined metrics, Herbert is delivering Enterprise IT at the pace of Business. Through Herbert's words, Enterprise IT at Fox is a “Service Broker” today instead of an order-taker. This enables business functions that matter most to his stakeholders.
In this CIO.com interview, HP Enterprise Services CIO, Steve Bandrowczak calls out a powerful but rarely mentioned quality for the New Style of CIOs: humility. The humble CIO will emphasize his people’s importance more than his own. It is the same mindset that drove leaders like Gandhi, Lincoln and Mother Teresa to make big data matter and make a difference in the global enterprise.
This mindset drives a spirit of co-opetition rather than competition with other stakeholders. No wonder Stevenson suggests that CIOs who have worked in a control style of IT service must relinquish control in situations where IT cannot add any value.
Stevenson also shares an example of presenting IT solution in business terms. Rather than letting business peers know that you have a team of Data Scientists who can work magic, she suggests: “How about if you say, ‘We can create a $10m return on investment in six months?’”. This approach was applied to the Resller SMART project. Her team used advanced analytics to provide insights about which customers were most likely to buy. The project delivered $20M in one year.
These are powerful messages from CIOs who integrate the business of IT every day. What is interesting is that they are still operating under the fundamental premise of Enterprise IT, enabling the business units to achieve their business objectives. There is nothing intrinsically new about this premise. But, they are doing this with a different style of thinking and interaction that characterizes a New Style of Leadership to drive a New Style of Business.
How about you? What are other characteristics you would suggest to drive this new style of business? .
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