InformationWeek
Defining The Business Value Of Technology
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February 3,
1998
I have seen many letters in your column asking how a CIO should do his job or what background a
CIO should have. I was wondering if you could provide a list of skills that a CIO should have in
order to be considered qualified. Such a list could be used almost like a CIO quiz (e.g., Contrast
and compare Java vs. ActiveX). In fact, it would be great if you developed a test for all of us
workers. I just would like a clear set of criteria to judge a CIO's technical qualifications.
Thanks,
I never before really considered the value of providing a CIO test, but it's an intriguing idea. I'm
not much for essay questions such as "Contrast and compare Java and Active X." As you can
imagine, these types of
tests take too long to grade. Besides, they don't give the real-life flavor
of having to choose between equally moronic or disagreeable options that are a CIO's destiny.
Therefore, I have worked diligently on designing a multiple-choice quiz for you to use. However,
it became so long that I decided it was best if I used it as a regular column. Look for it in
InformationWeek in a couple of weeks. On the other hand, I do want to answer your basic question
now, so let me approach it another way:
The CIO job of today deals with a variety of different problems. Balancing all of these things is
what really makes the job so challenging. After reflection, it seems to me that it's not so
important that a CIO understand a particular technology as it is for the CIO to:
I work for a large transportation company that has brought in a "CIO for Hire" to reset the course
of our information technology. I am concerned at handing over our technical future to someone
who will not be here to see the fruits of the labor. Am I right to be concerned? Or is this the
future of the CIO role?
Regards,
Part of being a professional is having the ability to do the right thing even if you will not be
there to see the fruits of your labor. Certainly, there are people who will do a sloppy job-ıor one
without compassion-ıif they know that they are transients. On the other hand, my experience
has been that most people I've met care deeply about the quality of their work. After all, think of
all the craftsmen who worked to build the soaring cathedrals of Europe, kn
owing that the
edifices would not be completed during their lifetimes.
I don't know if the "hired-gun" CIO is the model for the future. If you speak with people like
Charles Feld, who served as acting CIO at Burlington Northern and Santa Fe Railway for 22
months before moving over to Delta, or with Tom Pettibone, another respected IT professional
who was CIO of New York Life and Phillip Morris before striking out on his own, you'll find strong
support for the idea as a viable adjunct to what we have today.
I am director of applications development for a medium-sized company and an aspiring CIO. I
have learned a lot about the subtle skills (beyond communications, problem solving, and people
skills) required to hold any management position, especially in IT, over the years. I also realize
that the skills required for a CIO must be different than any other position within an IT
organization--that the
re are unique skills required to be a CIO beyond the obvious. Could you
please share with us aspiring CIOs your insights into what it takes to become a successful CIO?
Thanks,
In addition to the comments I made to David in this week's first letter, it's important to be
sensitive to the style of management used in your company, to make sure that you alwaysı-and I
mean always-ıtreat the people around you with respect for their dignity, and to work hard at
understanding the problems that the businesspeople face in doing their jobs. It also helps
immensely to be lucky now and again in your decisions.
I am a computer consultant and my technical expertise is in mainframe programming. I believe
that experience in mainframe is important; however, that's not what I want to do for the rest of
my care
er. What are the hot technologies in which to gain knowledge and experience? Are the
enterprise wide solution software packages (i.e. SAP, PeopleSoft, Oracle Financials, Baan) good
to learn?
Please help.
Robert Haughton
Given the need for businesses to cut costs while providing premium service at a low price to
their customers, there is no question that knowledge of enterprise-wide resource systems is
very valuable. In addition to making it very easy to get a job, having skills with SAP, Baan, etc.
also lets you command, according to a recent survey, a salary premium of around 20%.
Keep in mind, however, that there are fads in technology just as there are fads in clothing. A few
years ago, it was difficult to find AS/400 programmers. Today, they can be hired rather easily
compared to other disciplines.
I
've just retired from the Coast Guard after 23 years; left as a Senior Officer, O-5, Commander.
This year, I finished my M.S. in Business Administration. I have a strong interest in IT, have been
involved in introducing new computer systems at a couple of the major units at which I was
second in command, and participated in the migration of our Coast Guard headquarters to a whole
new IBM clone LAN, from another system that we had been using.
I recently participated as a management consultant in a project in which a Department of
Defense organization wanted to know how it could best strategically position itself for the
future. .... my cup of tea!
How would you recommend I go about pursuing a career in the private sector or government? The
managing of information and aligning information strategically to best provide the strategic
management of an organization is what fascinates me.
Anything in the way of guidance would be appreciated.
Jim Shafovaloff
The easiest way is really the most obvious. If location is not a limiting factor (and I suspect
that since you have had a military career, it's not) start by getting some newspapers and
checking their Sunday Help Wanted sections. Likewise, look at the employment opportunities that
are advertised on the Web. Write to the companies for which you think you might like to work.
Look at their Web pages. At the same time, call some of your friends who have left the Coast
Guard and are now out in industry or government and ask them for their help. Between this
networking, the direct mail, and your review of the ads, you will find opportunities because your
background is a good one for the career you want to pursue.
I am an entry-level consultant with a Big Six firm specializing in the year 2000 issue. I'd like to
move overseas--Southeast Asia in particula
r--and would like to know if there is demand for
someone like me (an analyst with project management skills, comfortable in an IT environment)
over there, and how I would go about starting my search. I speak both Indonesian and Vietnamese.
A.H.
There is indeed a demand for people like you. So long as a country is using the Gregorian
calendar, they are going to have a year 2000 problem. On the other hand, since there are other
calendars in use (Muslim, Jewish, Chinese, etc.) which obviously do not have a year 2000
problem, I'm beginning to think if we had been really smart, we would have standardized on one
of these for computer programs back at the dawn of the information age. Probably would have
been a lot cheaper than what we are going through now.
How can I get a copy of your column "Concepts Don't Fix Problems?" It
was (is) a classic.
Unfortunately I lost the issue, but would like to keep the article. One of my co-workers swears
that I wrote the article.
Thanks very much
The easiest way that I have found is to get it is to go to the InformationWeek home page and then
to Columnists and then Search, which is listed under CMPNet Resources. In Search enter my
name, Lovelace, and you will find all my columns for the past year there.
By the way, if your co-worker thinks you wrote the article, is that good or bad for your
reputation?
I am 33 years old and have been working in the IT industry since the age of 20 in Silicon Valley.
After working my way up to spending five years as VP of IT at a mid-size New York media firm,
and founding of its interactive practice, I made the leap to a small niche consulting firm
as an
analyst/project lead in order to build a more in-depth knowledge of intranet software
applications. I do not have a Computer Science degree and I am considering getting an MBA to
strengthen the business side of my knowledge base. Was this the right choice towards a career
as an IT executive at a larger firm, in charge of its on-line strategies?
Mike
It can't hurt. The more knowledge that you can show in a variety of backgrounds, the greater your
appeal as an individual who can handle an assortment of assignments. Your niche consulting firm
experience can help your resumı so long as you look for the elements in your present jobı-and
explain them-ıthat have general applicability to other industries.
In all my readings, I had always come across some reference to senior management's reluctance
to buy int
o IT. It is either too expensive, or too time consuming, or too difficult.
Well, in my position here in the company as DBA, system administrator, programmer, etc., I am
not surprised to find the same reluctance in my management. There is much to do, little time,
and no indication that IT could help.
My question is simple: What steps can I take to influence management?
Ben
The same thing that your management should be doing to get buy-in from senior business
management:
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Your letters to my
Hello, Herbert:
Dear David,
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