Thank you, Linda Dillman, for having the trust in your staff and the business smarts to recognize the business advantage of involving your staff in Wall-Mart's business--not just supporting it ("Wal-Mart's Way," Sept. 27, 2004). I hope that CIOs who are hell-bent on cost reduction and outsourcing read this article and have serious doubts about their decisions to send yet another industry offshore.
Maybe instead of cost reduction they should look at how their organizations could improve customer satisfaction and sales. The U.S. IT workforce is up to the challenge. There are a lot of us who understand business more than senior executives think. They haven't seen that knowledge because they haven't delegated responsibilities as Dillman has.
IS Manager, National Semiconductor, Annapolis Junction, Md.
Perils Of Pigeonholing
The Secret CIO's "He Doesn't Like You, Just Because" was both hilarious and serious (Sept. 27, 2004). I've encountered similar situations with salespeople who mandate a "strengths pro- file" to summarize employees personality types and hold on to that for too long. This confines staffers into personality categories, and inaccurate judgments are made.
It's been rather hurtful being subject to Kratmeyer types, so much so that I know of many people who have left otherwise good positions.
Director of Marketing, Common Sense Money, Norwalk, Conn.
The Business of Going DigitalDigital business isn't about changing code; it's about changing what legacy sales, distribution, customer service, and product groups do in the new digital age. It's about bringing big data analytics, mobile, social, marketing automation, cloud computing, and the app economy together to launch new products and services. We're seeing new titles in this digital revolution, new responsibilities, new business models, and major shifts in technology spending.