Comments on: The New CIO – a new weekly series http://ericbrown.com/the-new-cio-a-new-weekly-series.htm Technology, Strategy, People and Projects Fri, 12 Mar 2010 16:27:46 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: ericbrown http://ericbrown.com/the-new-cio-a-new-weekly-series.htm/comment-page-1#comment-1167 ericbrown Thu, 25 Jun 2009 16:24:22 +0000 http://ericbrown.com/?p=2845#comment-1167 Hi Stuart - Love your thoughts.<br><br>The New CIO must be someone that can easily move between different areas of the business and understand their needs and wishes. The marketing/marcomms team is a great example of a group that the new CIO must work well with. <br><br>As you say, many marketing teams are reactive so how does the CIO and IT group be proactive and reactive at the same time? Lots to think about there. Hi Stuart – Love your thoughts.

The New CIO must be someone that can easily move between different areas of the business and understand their needs and wishes. The marketing/marcomms team is a great example of a group that the new CIO must work well with.

As you say, many marketing teams are reactive so how does the CIO and IT group be proactive and reactive at the same time? Lots to think about there.

]]> By: ericbrown http://ericbrown.com/the-new-cio-a-new-weekly-series.htm/comment-page-1#comment-1623 ericbrown Thu, 25 Jun 2009 16:24:22 +0000 http://ericbrown.com/?p=2845#comment-1623 Hi Stuart - Love your thoughts.<br><br>The New CIO must be someone that can easily move between different areas of the business and understand their needs and wishes. The marketing/marcomms team is a great example of a group that the new CIO must work well with. <br><br>As you say, many marketing teams are reactive so how does the CIO and IT group be proactive and reactive at the same time? Lots to think about there. Hi Stuart – Love your thoughts.

The New CIO must be someone that can easily move between different areas of the business and understand their needs and wishes. The marketing/marcomms team is a great example of a group that the new CIO must work well with.

As you say, many marketing teams are reactive so how does the CIO and IT group be proactive and reactive at the same time? Lots to think about there.

]]> By: Stuart Oliver http://ericbrown.com/the-new-cio-a-new-weekly-series.htm/comment-page-1#comment-1166 Stuart Oliver Thu, 25 Jun 2009 12:05:30 +0000 http://ericbrown.com/?p=2845#comment-1166 Eric,<br>As you rightly say, the "New CIO" has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru - the person who could turn data into information - is almost dead.<br><br>The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology - "what do you mean I can't have it by Monday? I must have it by Monday because we're sponsoring a golf championship". Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.<br>What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.<br>I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.<br>Failure to consider all of these areas would mean a short life for a CIO. All IMHO of course!<br><br>Stuart Eric,
As you rightly say, the “New CIO” has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru – the person who could turn data into information – is almost dead.

The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology – “what do you mean I can't have it by Monday? I must have it by Monday because we're sponsoring a golf championship”. Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.
What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.
I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.
Failure to consider all of these areas would mean a short life for a CIO. All IMHO of course!

Stuart

]]> By: Stuart Oliver http://ericbrown.com/the-new-cio-a-new-weekly-series.htm/comment-page-1#comment-1622 Stuart Oliver Thu, 25 Jun 2009 12:05:30 +0000 http://ericbrown.com/?p=2845#comment-1622 Eric,<br>As you rightly say, the "New CIO" has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru - the person who could turn data into information - is almost dead.<br><br>The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology - "what do you mean I can't have it by Monday? I must have it by Monday because we're sponsoring a golf championship". Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.<br>What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.<br>I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.<br>Failure to consider all of these areas would mean a short life for a CIO. All IMHO of course!<br><br>Stuart Eric,
As you rightly say, the “New CIO” has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru – the person who could turn data into information – is almost dead.

The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology – “what do you mean I can't have it by Monday? I must have it by Monday because we're sponsoring a golf championship”. Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.
What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.
I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.
Failure to consider all of these areas would mean a short life for a CIO. All IMHO of course!

Stuart

]]> By: ericbrown http://ericbrown.com/the-new-cio-a-new-weekly-series.htm/comment-page-1#comment-1165 ericbrown Thu, 25 Jun 2009 11:24:22 +0000 http://ericbrown.com/?p=2845#comment-1165 Hi Stuart - Love your thoughts.<br><br>The New CIO must be someone that can easily move between different areas of the business and understand their needs and wishes. The marketing/marcomms team is a great example of a group that the new CIO must work well with. <br><br>As you say, many marketing teams are reactive so how does the CIO and IT group be proactive and reactive at the same time? Lots to think about there. Hi Stuart – Love your thoughts.

The New CIO must be someone that can easily move between different areas of the business and understand their needs and wishes. The marketing/marcomms team is a great example of a group that the new CIO must work well with.

As you say, many marketing teams are reactive so how does the CIO and IT group be proactive and reactive at the same time? Lots to think about there.

]]> By: Stuart Oliver http://ericbrown.com/the-new-cio-a-new-weekly-series.htm/comment-page-1#comment-1164 Stuart Oliver Thu, 25 Jun 2009 07:05:30 +0000 http://ericbrown.com/?p=2845#comment-1164 Eric,<br>As you rightly say, the "New CIO" has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru - the person who could turn data into information - is almost dead.<br><br>The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology - "what do you mean I can't have it by Monday? I must have it by Monday because we're sponsoring a golf championship". Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.<br>What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.<br>I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.<br>Failure to consider all of these areas would mean a short life for a CIO. All IMHO of course!<br><br>Stuart Eric,
As you rightly say, the “New CIO” has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru – the person who could turn data into information – is almost dead.

The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology – “what do you mean I can't have it by Monday? I must have it by Monday because we're sponsoring a golf championship”. Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.
What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.
I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.
Failure to consider all of these areas would mean a short life for a CIO. All IMHO of course!

Stuart

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