in exploring other opportunities.
Attributes of an Amazing IT Department
Helps the company accomplish its goals
Drives and inspires innovation
Is an enabler, not a blocker
Delivers cost-effective results
Provides career growth opportunities for the team
Is a fun and rewarding place to work
For the most part, these qualities are all attainable, although some require more awareness and commitment than others. In the next chapter, we'll examine some of the common problems that make it more difficult to build and sustain such a team.
3 Conventional Wisdom Is Wrong
If you're a sitting CIO right now, how are you doing? Use Table 3.1 to assess yourself. Answer honestly; nobody's looking. By the way, you can write in this book. You bought it.
Table 3.1: CIO Self-Assessment
| Question | Yes/No/Don't know |
|---|---|
| Are your systems reliable, with 99.9% uptime? | |
| Do you score over 90% on an internal customer satisfaction survey? | |
| Does your board of directors (board) consider IT a competitive advantage? | |
| Does IT provide value, continually delivering new capabilities? | |
| Do the CEO and CFO brag about IT in public presentations? | |
| Are you providing cost-effective services? | |
| Are you invited to informal executive conversations because the CEO values your input? | |
| Do your company employees find it easy to use their tools to get work done? Are their files in the cloud and easily accessible? | |
| Do other department heads treat you as an equal? | |
| Is IT turnover lower than the company average? | |
| Is your team fully engaged? Do they over-deliver? | |
| If I asked everyone on your team to list the top three IT priorities, would they all give the same answers? | |
| If I asked all the VPs in your company to list the top three IT priorities, would they all give the same answers? | |
| Is IT leading the way on innovation in your company? |
If you answered yes to most of these questions, call me—I'd like to feature you in my next book. The rest of us have some work to do.
Compared to our executive peers, our profession is still in its infancy and only recently gaining respectability. Two of the first people to have the CIO title were Al Zipf of Bank of America, and Max Hopper of Bank of America and American Airlines. “Management's Newest Star: Meet the Chief Information Officer,” declared Business Week magazine in a headline in 19862. Just 17 years later, The Harvard Business Review declared the profession dead, in the article “IT Doesn't Matter.”3
Showing our worth has been a tough sell. We don't bring in revenue, mistakes can be extremely harmful, and what we do seems to take forever. Have you ever taken an introductory programming class, and the goal at the end is to get the words “Hello World” to pop up on the screen? The amount of effort necessary to make this happen is incomprehensible to our non-technical peers. One of the biggest challenges is that what we do is esoteric and more challenging than it looks.
A Tale of Two Projects
Imagine the case where a company is doing well, so it adds hundreds of people to its staff. The company's growth has created two problems: it needs a more robust people-management solution, and it needs additional parking. The decision is made to build a parking garage and implement new cloud-based human resources (HR) software. Both projects coincidentally cost around $3 million to complete.
The company performs a rigorous ROI process before software projects are approved. The chief people officer (CPO) is adamant that she needs tools for talent acquisition, compensation management, payroll, and employee development. As we know, it's hard to associate a revenue increase with this software. Costs will go up compared to their current business processes using spreadsheets and email as their primary tools. The parking garage doesn't go through the ROI process. Nobody likes to park a mile away and ride a shuttle bus back and forth. It's clearly needed.
The CFO wants estimates. The parking garage estimate is detailed and easy to understand. It includes tangible tasks such as excavation, framing, concrete, and painting. The HR project documentation is riddled with obscure jargon. The CIO is reluctant to give an estimate or a completion date for the HR project, stating that he doesn't even know what the requirements are yet.
The decision is made to complete both the parking garage and the HR software projects. Both projects complete on the same day.
There is a ribbon-cutting for the parking garage, and the employees are thrilled. No training is required since they all know how to park.
The new HR software is having a few problems. It's slow, and some users can't log in. Nobody knows how to use the software. As part of the project, HR implemented new policies for vacation and paid time off (PTO). These new policies frustrate the users, who blame the problems on the new system. The parking garage has a clear and immediate benefit. It will last for years. No doubt everyone thinks, “What a brilliant investment; we should build more of these.” The new HR software generates negativity, and the CEO struggles to understand what she got for her investment.
Is a parking garage more valuable to a company than advanced software to manage people? Of course not. What went wrong? In this example, the HR project was on time and within budget, but it was still considered a failure to some.
The Downward Spiral of Micromanagement
When things go wrong in IT, leaders tighten the screws and micromanage. Table 3.2 provides a list of IT problems and the corresponding unfortunate responses that often follow.
Table 3.2: Common Unfortunate Responses to IT Problems
| Problem | Unfortunate response |
|---|
