How to survive your first day as CIO

How to survive your first day as CIO

Summary: So you finally got promoted to the top job. Geek & Poke's Oliver Widder provides some guidance on getting through the first...


So you finally got promoted to the top job. Geek & Poke's Oliver Widder provides some guidance on getting through the first day:

Topic: CXO

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  • Not even mildly amusing

    Makes Dilbert look like Shakespeare...
  • Design a screen with lots of buttons...

    give it to the mcse's to play with. It keeps them from stuffing up your servers;-)
    Richard Flude
  • RE: How to survive your first day as CIO

    You could have written something about audits, strategic alignment, SOA, MDE, IT transparency, BI, or even planned maintenance but instead we get a comic strip? I'm not opposed to having some fun and I'm thick skinned enough to take a joke but if at the CIO level there is nothing better to do on the first day than spew nonsense and leave a trail of destruction then the company would be better served by that person's absence. How about relabeling this "How to guarantee that your first day as CIO is your last".

    Now that would be funny.
  • RE: How to survive your first day as CIO

    New CIO's have the capability to cause more company destruction than any ENRON, Merrill Lynch or Wall Street could ever dream of. How many of you have seen a new CIO come in, do massive restructuring, con the CEO to start a big ERP replacement costing millions of dollars and then leave half way through it. CIO's have to know how to use common sense. CEO's need to take their blinders off and take the time to really understand what the CIO is proposing. Some CEO's think technology is to boring or complicated and simply hand the keys over to the CIO. 12 months later after hollow promises, massive talent escapes, and organizational chaos, the CIO leaves or is fired. By that time, the CEO is afraid to stop the damage since they have already spent millions with no ROI or payback anywhere in sight. "Once you jump off the cliff, there?s no $$$ or guts to pull the parachute.<br><br>This is a more common theme than most think and it has and does happen to companies of all sizes. For some reason new CIO's feel they must leave their mark or legacy in order to justify their hiring. It does not have to be that way. Leading an organizations technology assets is no easy task and so I do not want to minimize the role of the CIO. But too many times it?s so easy to say new ERP, or new Server Platform or new Outsourcing initiatives and in one big bang you have the CEO's attention. But the devil is in the details. Unfortunately those details can take longer to explain or come to fruition than a Sun Fish sail boat crossing the Atlantic.<br><br>"Been there, done that, drank the coolade", "If its not broke, why fix it".<br><br>All these clich?s seem corny, but it would save corporate America Billions of Dollars if new CIO's would take the time say them every once in a while.

    Many CIO?s ignore company culture or see it as non-important. The truth of the matter is that technology is such an integral part of every company now that major technology decisions can and will affect every single department. Why do you think most large ERP Teams include organization change management? A new ERP just for the sake of a new ERP over time can and will have significant impacts to the culture. A recent Mercer survey of employers who had just completed or were about to complete a major system change, showed that 65% of all employees (not just IT), wanted to leave the company versus 11% before the system change. Wow ! Talk about damage control.

    So, all you new/first day CIO?s, before you decide how you want to leave your mark, consider NOT and instead be honest and upfront with your CEO Boss and be comfortable doing nothing new and major if it makes sense. But you do decide on a major overhaul, handcuff your self to your office desk and tell your CEO not to unlock them until you finish what you started, good or bad.